senior leadership personal statement

How to Write a Leadership Statement (With 40 Examples)

A leadership statement is essential to help contribute to the organization’s success. However, it may be challenging to come up with the right words to create an impact.

What should the statement emphasize? What should be included?

According to experts, here are the key points that you need to consider when writing a leadership statement:

Loic Bellet

Business English Coach, Speak Proper English

Discuss what you will do differently due to what you’ve learned about leadership and yourself

Consider what attributes make someone an excellent leader before crafting your statement.

The ability to motivate others, moral dignity, plus placing a high value on connections with team members are all examples of leadership qualities and skills. What outstanding leadership traits do you possess?

Before you start drafting your statement:

• Make a list.
• Go over your word list again and pick one , maybe two of these attributes to emphasize .
• As it pertains to the trait you choose, provide your assessment of what makes somebody a great leader.

It should be no more than one to two sentences in length. This definition will serve as the foundation for your argument.

Implement a strategy

It all boils down to implementing a strategy when writing a decent statement. Your blueprint is that plan. One of the most crucial advantages of a decent outline is that your statement will be well arranged and easy to follow.

You can use the paragraph structure for a leadership statement or add more paragraphs if you want. This is what your outline might look like:

• Introduction . Captivate the reader’s attention by defining good leadership in terms of the attribute you’ve chosen.
• Paragraphs in the body . Give some history on anecdotes and explain why a leadership characteristic is essential to you and how you live your life according to this value.
• Conclusion . Finish with a strong declaration about your ability to lead.

Grab the reader’s attention and distinguish your assertion from the rest

The beginning of your leadership statement must be strong. This is where you grab the reader’s attention and distinguish your assertion from the rest.

Related: How to Be (more) Assertive

A personal anecdote is the greatest method to do this.

Consider the leadership quality you’ve chosen. When was the last time you showed this characteristic in your life?

Consider a period when your integrity was put to the test in a leadership role if you’re writing about it. Perhaps you were the director of your high school newspaper and felt compelled to expose the identity of a confidential source.

To draw the reader’s attention, describe the scenario in dramatic detail in one or two sentences. Explain why you believe this leadership attribute is crucial after those two phrases. This will serve as a transition into your statement’s body.

Focus on the leadership traits you possess

Focus on the leadership traits you possess in the body of your statement and how they relate to the tale you began to explain in the introduction. You can order your statement however you choose, but here’s a tried and tested method.

Provide some background information

Give some context to your narrative by providing some background information.

Give some information regarding your work as editor if you opened your statement by mentioning being forced to reveal the source of a journalistic piece.

• What method did you use to obtain it?
• What did you consider to be the most significant aspect of this role?

Concentrate on a leadership attribute you already have

Return the attention to leadership. Make sure you’re concentrating on a leadership attribute you already have. You must select a quality that is directly relevant to the anecdote you are presenting.

You may bring the attention back to integrity in the case of the editor being pressed to reveal sources.

• What is the significance of integrity?
• What makes someone an effective leader if they have integrity?

Related: 24 Best Leadership Books of All Time

Make sure your conclusion leaves a lasting impression

Another crucial component of the leadership statement is your conclusion. These are the words that will leave the most lasting impression on your reader about your leadership and writing ability. This is an important aspect of your statement, so make it count.

• Return to the strong leadership while personalizing it.
• Describe how your leadership aligns with your principles and how you displayed leadership in one or two sentences in a specific case.
• Discuss what you’ve learned.
• Finish with a powerful sentence.

What will you do differently in the future due to what you’ve learned about leadership and yourself? To make your words even more powerful, use a parallel framework.

Founder and CEO, Gibson Hill PC

A leadership statement is vital for setting out the expectations and goals of the business and laying out the core values that employees are expected to follow and respect. Also, it is all about getting employees on board so that they understand what the company aims to do for them , getting them invested in the success.

After all, a leadership statement is all about leading, and that requires gathering a team to lead.

Here are some of the things that you should remember when writing a leadership statement:

Talk about core values of your business

Your business should have clear core values that are implemented within the work methodology, and it is essential that, as a leader, you talk about them so that they can be in effect.

Talk about the reason for the company and what it aims to do, and talk about the values and ideals that you uphold and that you expect everyone to respect.

Outline concrete goals

As a leader, it is your job to create guidelines and direct your employees. Having concrete goals is necessary, not only so that the business can grow but also so that employees have a direction to develop and grow.

Set out expectations, and then provide the tools to make them achievable.

Introduce ways of measuring progress

Measuring progress should be about monitoring that things are on track so that you can implement solutions or extra support where needed.

You must address this early on so that it isn’t something for your employees to dread.

Make it relevant to the employees

I’ve read a few leadership statements that are all about the company’s aims and how the leader will be going about things, with no mention as to how it will all affect the employees, and that is a huge mistake.

You want your employees to feel involved and become invested , and this means making sure that the goals you set in place are related to them in some way.

Be your company’s “hype-man”

This is my top recommendation for leadership statements; they should be positive and full of motivation , almost as if you’re selling the idea of the business to your employees to get them excited about the overall success that can be achieved.

Martin Lassen

Founder & CEO, GrammarHow

A “leadership statement” is a written statement outlining your leadership philosophy and the qualities you believe are necessary to lead effectively.

• Your leadership statement must be brief and easy to understand.
• It’s important to express your thoughts on the theory of leadership , and the traits and abilities you believe are necessary for success.
• Discuss your personal leadership experiences and how you’ve developed your own unique management style.

Here are some suggestions for writing a leadership statement that represents your values:

Share your experiences to help them understand your leadership style

Your leadership statement should contain your own leadership experiences .

• What obstacles have you overcome?
• What victories have you had?
• What have you learned?

Sharing your experiences can assist readers in understanding your leadership style and why you think it works.

“Leaders in the military and business have taught me that success involves vision, planning, and execution. I am continuously looking for new challenges and methods to strengthen my leadership skills. This attitude has aided my career and personal success.”

Share concrete examples that demonstrate your leadership ideas

Remember to be genuine and honest in your leadership statement. If you don’t agree with someone’s ideas or ideals, don’t write or avoid clichés and generalizations; instead, share concrete examples that demonstrate your leadership ideas.

“Leaders must constantly put their followers first. They should be open to hearing and understanding their problems. A smart leader knows that success requires a team dedicated to the same goal.”

CEO, Champion Leadership Group LLC

Analyze the characteristics that differentiate a successful leader

Prepare your leadership statement by analyzing the characteristics that differentiate a successful leader before you sit down and write.

Among these leadership traits and talents are:

• The willingness to encourage others
• Personal integrity
• The ability to place a high emphasis on interpersonal connections with team members

Are there any outstanding leadership characteristics you possess?

Here is one helpful tip on how to write a leadership statement:

A solid opening to a leadership statement is critical

This is where you grab the reader’s attention and set your writing out from the others— a personal narrative is the most significant way to go about this.

Consider the quality of leadership you’ve decided to emphasize. Is there a time when you displayed this trait in your life?

For instance, when writing on personal integrity, imagine a period when your integrity was put to the test while serving in a leadership position. For maximum effect, explain the incident in one or two sentences in dramatic detail to capture the reader’s attention.

Afterward, explain why this leadership quality is so crucial to you—this will serve as a bridge from the introduction to the body of your statement.

Jonathan R. Brockman

Trial Attorney, Jonathan R. Brockman, P.C.

Include your attitude and the attitude that you expect from your team

A vision or leadership statement is one that allows you to define yourself and your role when leading your team—it’s something that you can always look back to if you find yourself going through the motions and in need of reminding why you’re doing what you’re doing .

It is also something that I think is useful to provide for new or potential employees so that they can get a feel for your priorities.

The way you need to craft a leadership statement depends on you and your values: do you want to exemplify your goals or your values more?

Either way, you need to keep your statement concise , don’t mince your words, even if you’re trying to be poetic. You’ll want to include your attitude and the attitude that you expect from your team and how you’ll promote and encourage that attitude.

If you can squeeze all of this into 3-4 sentences , you’ll have a great vision statement.

Gerald Lombardo 

Co-Founder, The Word Counter

Your daily actions should reflect the qualities you added in your leadership statement

A powerful leadership statement highlights your internal understanding of why you’re doing what you’re doing. It’s intricately tied to your values , hopes , and worldview and is important because it’s what matters to you.

As the leader of an organization, your daily actions should reflect the qualities that you have included in a leadership statement.

The best way to begin crafting a leadership statement stems from a deep look into yourself as a leader. You need to think back on your own career as though you are retired and ask yourself questions such as:

• What do you want your peers to have said about you?
• How did you make your coworkers and subordinates feel on a daily basis?
• What are some goals you wish you accomplished?
• How would you have led your organization differently?

Ultimately, a leadership statement guides you during times of rapid change within your organization because it provides you with a course of action. It’s your roadmap to understanding how you define yourself as a leader.

By understanding why you’re doing what you’re doing as a leader, your team will take notice and feel confident in supporting your vision.

Travis Lindemoen

Managing Director, Nexus IT Group

Figure out how to be the best leader possible

One of the most critical aspects of leadership is establishing a group dynamic where everyone is working toward the same goal .

Self-reflection and divergent thinking are essential components of effective leadership. Every step of the way, a leader should keep an eye on the big picture while also acknowledging the small victories along the way.

Leadership does not equate to power, and the two are not synonymous. Leaders challenge themselves to take on the role of a change agent, challenge the status quo of business and society, and act as role models for others.

“ Aspiring to be that leader who can inspire and motivate others to lead healthy and balanced lives is something I strive for . In my presence, I hope to convey the impression that I care about establishing relationships with others and unquestionably lift them up, and inspire self-direction.

I intend to lead from the ground up to promote a positive work environment and establish my authority as a leader. Personal and socially responsible leadership is something I believe in, and I will constantly evaluate my attitude and actions to see if they are in line with this belief and ignite positive social change.

Leadership means valuing the contributions of others, including their perspectives, as well as what they can offer toward our common goal.

I will lead with concrete goals and clear communication among my followers as we work together to achieve our shared vision and leave a lasting impression on every person we come into contact with.”

Related: Top 7 Leading Traits of Good Leaders

Austin J. Franklin

CEO and Co-founder, Good-Natured Life

The statement should positively impact you and everyone you lead

A leadership statement is a personal mantra created to guide one’s leadership philosophy. This idea is similar to a company mission statement, except it abides only by you and your leadership style.

A leadership statement is essential because it holds you accountable and guides your decision-making.

For example, my leadership statement revolves around a few words:

“Make a positive difference & remain good-natured.”

These are core ideas that have helped me produce a successful enterprise. Focusing on making a positive difference and remaining good-natured affects how I lead staff, interact with customers, and develop services/products.

Regardless of the decisions needed to be made or conflicts that can arise, I can choose the right course of action by reflecting upon my personal leadership statement.

A leadership statement should be:

• The leadership statement should be easy to memorize.
• Understand what is needed to help you effectively lead your employees and organization.
• The leadership statement should guide you in every circumstance you face as a leader.

By following the three guidelines, you will be able to develop a strong leadership statement. This statement will positively impact you and everyone you lead, so create thoughtfully.

Daniel Cook

Director HR , Mullen and Mullen

Link your values and beliefs to the plans that you are proposing

You should brainstorm what you have to write about in your leadership statement.

Firstly, you need to note down your beliefs and values that shape your personality and can appeal to your audience as well. You need to think of characteristics that you might have that would encourage other people.

Secondly, to make your audience understand your personality, you can name your role models and what is their most inspiring trait that appeals to you.

Thirdly, try linking your values and beliefs to the plans or actions that you are proposing . Ensure that it is a direct link that people can easily understand.

Lastly, after explaining your expectations, you can discuss the expectations that you might have from your audience or the general public.

“In order to ensure your leadership is effective, you need to have open communication with everyone. Due to this, I would like to hear honest feedback from my employees.”

James Chapman

Operations Manager, BELLA Bathrooms

It should mention the leader’s actual game plan to materialize the goal

In a modern business setup, with more importance given to teamwork, the concept of leadership is seen as one of the most important aspects of business success.

Business owners and managers are expected to be strong leaders where they have a clear goal and accurate pathways to achieve them. In these situations, a leadership statement can help a business leader in proving his case to business success among his subordinates.

A leadership statement should clearly mention the leader’s vision, his role in the organization, his purpose to achieve his vision, and his actual game plan to materialize the goal.

At our company, we have a mission as a team to serve our customers with high-quality bathroom solutions through the e-commerce platform.

I would like to mention a quote from my leadership statement as an example :

“A low-cost bathroom can look fantastic if its good quality and a designer suite can look atrocious if you are paying for the name rather than the quality of the materials”.

CEO and Founder, Freedom Care

Your statement must be ideal

A leadership statement is a concise and definitive description of your values and goals as a leader, both in what you want to achieve and how you want to treat the people you lead.

Before writing your leadership statement, it is important to realize that your statement is your ideal. This means that on a day-to-day basis, you might slip up and treat people in a way that is not according to your statement.

This does not make you a hypocrite; it makes you human .

The purpose of a leadership statement is to orient you, your values, and your goals as a leader.

In your leadership statement, you should include your responsibilities to the people as a leader:

• What you believe you need to be for them,
• The overarching values that drive you,
• Your goals as a leader, and
• How all these things all come together to form an overall approach, attitude, and perspective.

“As a leader, it is my responsibility to ensure that every team member has the necessary tools and environment to succeed. I need to be approachable, professional, personable, and expressive. To foster a productive team, I need to express gratitude and trust.”

Magda Klimkiewicz

Senior HR Business Partner, Zety

Capture your purpose as a leader

Writing a leadership statement isn’t easy. To capture your core values and beliefs, goals, and purpose as a leader in a few simple sentences is a challenging task that requires a fair amount of thought, time, and self-discovery.

It might still be worth it, as an effective leadership statement can help you remain focused , prioritize , stay true to your purpose , and inspire others . This serves as a reminder about who you are as a leader.

An excellent way to determine who you want to be in the leadership role is to think about influential figures that made an impact throughout the history of business and the world. Do some research on leaders who inspire you and determine what motivates them and how they lead.

While I don’t advise copying or following their personal statements, it can be a helpful exercise to identify which of their core values, beliefs, and actions resonate with you the most. Build on that by deciding how they translate into your current role.

Here are two sample leadership statement examples:

• “I believe that innovation is what drives excellence. I will use positive feedback and encouragement to inspire my team to create revolutionary solutions to improve people’s lives.”
• “As a leader, I am committed to making our company a place of inclusion and equality. I will create a positive and supportive environment where employees can thrive and reach their fullest potential.”

Harriet Chan

Co-founder and Marketing Director, CocoFinder

Talk about what you believe makes you an effective leader

A good leadership statement can help you stand out from the crowd in a job application or interview. It can also be a valuable tool for developing your own personal leadership style.

The following tips will help you write a strong leadership statement.

• For example, “I led a team of 10 software engineers and successfully delivered a new software product on time and under budget.”
• For example, “I am passionate about delivering results, and I always put the needs of my team first. I am motivated by the challenge of solving difficult problems.”
• For example, “I led my team through a difficult merger and successfully integrated the two teams into one cohesive unit.”
• For example, “I was recently recognized as the top leader in my industry by The Wall Street Journal.”
• For example, “I am looking for an opportunity to lead a team and make a real impact on the world. I believe I have the potential to be an excellent leader, and I am excited to pursue my career aspirations.”

Yosun Allen

CEO, Yosun UV Printer

Statements made by leaders should have meaning

An organization’s activity should have a clear sense of direction if its mission statement is to accomplish that goal. In order to attract and encourage employees, an organization’s purpose statement must be clear and concise .

It’s easier for people to be motivated, devoted, and pleased if they have a purpose in their work.

A statement of leadership must be unambiguous

People in an organization will not be motivated unless they have a clear understanding of the goal. It’s best to keep it short and sweet.

Only the most important aspects of the organization should be highlighted, and nothing else should be. It’s easier for individuals to grasp how they can help when the goal is clear.

“Our vision is to be the earth’s most customer-centric company; to build a place where people can come to find and discover anything they might want to buy online.” — Amazon

Co-founder and CEO , Power

Be concise with the wording

The statement shouldn’t be too long, and the sentences should be short and crisp so that they are easy to understand.

So, for example, “I will create a casual working environment in which employees are allowed to conduct themselves in a fun manner so as to strengthen the team bonds and create a better culture for the company, all while encouraging efficiency in the performance of duties.”

You can say something like, “I aim to create a fun yet efficient working environment, with a strong focus on teamwork.”

It’s a lot simpler , and it will get the point across better.

Choose words that motivate and engage

You want your statement to inspire your employees in some way so that they are motivated and engaged, and the best way to do this is through the correct wording.

I recommend using words such as “ potential ,” “ success ,” “ development ,” “ growth ,” and similar. Basically, you want to give everything an air of positivity and career advancement.

Make sure you talk about things your employees care about

Talking about the company’s goals is all good, but you need to make it relevant to your employees. How are your goals and plans going to affect them? You must get them invested in success because a business only thrives through teamwork .

Related: 30+ Real Life Examples of Teamwork

Adam Crossling

Marketing Manager, Zenzero

Get to know the why of the company

To write your leadership vision statement, the first thing you need to do is figure out why a company is there. Overall, the answer to this question will help a leader see the future they want for their business.

It’s hard for people and businesses to say why they do what they do. Simon Sinek says this in his best-selling book, Start with Why . I mean your goal, cause, or belief when I say “ why ,” but you can also say “ what .”

We like leaders and groups that are good at telling us what they believe. One way they can inspire us is by making us feel like we belong, are safe, and not alone. When a leader explains why they do what they do, they get people who are loyal and want to help make their vision for the future come true.

Find out why you do what you do:

• How did you start the business or become a manager in the first place?
• Consider what kind of movement you want to start that leads to a better future.
• Getting to the heart of why your business should support your chosen cause or project.
• Reflecting on how your business can make people feel like they belong and are part of a group.
• Ideating about how your company’s purpose and your customers’ purpose might work together.

Theola Tinny

Co-Founder, VinPit

Be sure people understand what your organization stands for

Here are some tips that I keep in mind while drafting a compelling leadership statement.

• Be clear and straightforward. You want to be sure people understand what your organization stands for exactly.
• Make it personal. Your leadership statement should reflect who you are as a leader.
• Instead, use what you have already established in your organization, whether the values or mission statements.
• Make it creative . Consider including elements like to-dos , specials , or other helpful information that goes beyond just being about your business.
• Use action verbs. When writing your leadership statement, avoid using negative words like “don’t,” “don’t change,” and “don’t do this.”

“We will take the time to listen and understand one another, appreciate each other’s diverse backgrounds and beliefs, form friendships, and nurture them wherever they are found.”

Robin Antill

Director, Leisure Buildings

Outline objectives – they should be realistic and achievable within a given time frame

When a leader is crafting a statement, they should consider what goals they tend to achieve in the long run. Your goals as a leader should be specific , which means that they should be realistic and easy to achieve within a given time frame.

Once set, these objectives should be measured against time. This measure will help you determine your performance and identify any bottlenecks.

“I will develop a purpose-driven connection with my employees working in hybrid and remote environments. Through this measure, I aim to unlock the full potential of my team so that our business can voyage towards a journey of success.

I tend to incorporate the ideas of empathy and positivity at the workplace, which can help promote a culture of inclusivity.”

Tim Davidson

President, Car Title Loan Lenders

Make sure it has quantitative goals

It’s often good to have a list of goals you should and would like to attain as a leader when creating a leadership statement.

To get the most out of this section, use the SMART method to meet your objectives: Having defined and measurable goals makes it easier to concentrate on how to achieve them. It is impossible to attain your objectives if you cannot track your progress.

As a result, make sure your personal leadership statement has quantitative goals.

Your leadership statement will inevitably alter as you mature as a person and your goals shift. Because of this, you’ll need to update your statement over time to match your current objectives. To assist you in prioritizing your task, make sure your goal has a definite deadline.

“It is hard to reach the pinnacles of what the corporation can do without a solid team. As the leader, I will focus on establishing a good and healthy workplace culture that encourages everyone to reach their full potential.”

Annesha Basu

Chief Managing Officer, Stand Up Paddle Boards Review

You have to address what others are worried about in a leadership statement

A leadership statement has to inform and inspire equally . Self-assess and identify the core values that make you the leader you are.

Everyone has roughly the same goals; as a leader, there must have been something differently you’ve done that made you fit to lead. Identify the behaviors and traits that helped you get results.

You have to address what others are worried about in a leadership statement. This will change as your audience changes.

Understanding what your audience is worried about will help you know what to say. If you’re addressing:

• Beginners – you have to instill confidence in them and lay any fears they may have to rest.
• An experienced audience – your speech needs to be along the lines of growing expertise and income .

Omer Usanmaz

CEO and Co-Founder, Qooper Mentoring & Learning Software

Keep your statement inspiring, representing who you are as a leader

A leadership statement is a declaration of your beliefs and values as a leader. It can be used to introduce yourself to others or remind yourself of what you stand for when things get tough.

To write a leadership statement:

• Start by thinking about what you believe in and what values are important to you.
• Write down a few sentences that express your beliefs and values clearly and concisely.
• Keep your statement positive and inspiring , and make sure it represents who you are as a leader.

A leadership statement doesn’t have to be complicated. In fact, a good example can be something as simple as the following:

“As a leader, I am always looking for ways to improve my team’s performance. Whether through coaching and mentoring or providing support and resources, I am committed to helping my team reach its goals.”

“I strive to create a positive and productive work environment where my team can thrive, so I always encourage open communication and feedback. This helps me maintain a clear understanding of my team’s needs.”

“I believe in setting clear expectations and providing regular feedback so that my team knows what is expected of them. I also recognize and reward good performance so that my team knows that their hard work is appreciated. “

Kimberly Silva

CEO, Find People First

Keep in mind what you want to convey

Effective leadership statement meets the needs of people who are reading it. It may contain elements that make the statement easy for a person to read, such as an example or personal story.

Writing a leadership statement is a job interview’s first impression. It’s essential to have a concise, compelling statement summarizing your leadership skills, interests, and accomplishments.

There are also times when a leadership statement emphasizes specific skills and abilities or provides information that is particularly relevant to the person reading it. To have a compelling statement, keep in mind what you want to convey , who you are talking to, and how you want to be perceived .

“Due to the success of my leadership at ABC Company, I have opportunities to head up new departments and lead diverse teams, from strategy and finance to customer service. I take calculated risks and work hard to ensure my team members can give 110% commitment.”

“I am a strong believer in developing my employees. I empower them to grow in their skills, take on more responsibility and contribute more broadly to the company.”

“I believe that people are the key to our success, and therefore it is my responsibility to create an environment where they can thrive. I’m a results-driven leader with a proven track record of developing and managing teams in the SaaS industry.”

“I have experience launching, managing, and marketing products, as well as designing and implementing pricing models. I have strong analytical skills, deep technical knowledge, and excellent interpersonal skills .”

Related: What are Interpersonal Skills & How to Improve Them

Steve Scott

Chief Technology Officer, Spreadsheet Planet

Develop a list of your fundamental principles and prioritize them

I would advise that before you go into drafting your statement, review a few sample personal statements and observe how the writers highlighted their leadership priorities and beliefs.

Most leaders have grandiose plans but fail to articulate why they aspire to accomplish their objectives. As a result, this lack of clarity impacts the leader and instills confusion throughout the business.

It is better to develop a list of all your fundamental principles and prioritize them.

Therefore, before creating your personal leadership statement, determine your fundamental goal as a leader to steer your employers in the appropriate route.

“Without a strong team, it is impossible to accomplish the organization’s full potential. As a leader, I will focus on establishing a good and healthy work culture that encourages everyone to reach their full potential.”

Daniel Foley

Marketing & SEO Specialist, Emma Sleep

Every statement represents your current aims and values

Remember that there are no wrong answers when creating a personal leadership statement.

Every statement is unique to each individual and represents your current aims and values. Your account would evolve, depending on your development and changing perspectives on leadership.

• Your attitude towards leadership

Another important aspect of your leadership statement is how you describe and see your role as a leader .

• Your behavior as a leader

With their values and demeanor, a good leader can guide others. As a result, these skills are critical in your actions to achieve your leadership objectives.

Even though the work may appear complicated, there are numerous leadership statement examples to refer to if you’re having trouble figuring out how to include these elements into your statement.

• Understanding your core purpose as a leader

Before writing your statement, look through some sample personal statements to see how other people have highlighted their leadership priorities and values.

It’s preferable to make a list that focuses on your key principles and then rank them in order of priority .

Most leaders have lofty plans, but they don’t explain why they want to achieve them. As a result, the lack of a defined purpose has an impact on the leader and confuses the business.

So, before you write your leadership statement, find out what you want to accomplish as a leader to steer your company in the right direction.

Karl Tippins

Editor-in-Chief, Age Holdings

Allow ideas to flow freely

My advice when crafting a leadership statement is to visualize the future.

Create a list of the essential components of your vision statement. To begin, grab a piece of paper or visit a whiteboard and jot down any terms that spring to mind when you consider the company’s future.

When brainstorming, avoid tailoring your thoughts; instead, allow ideas to flow freely. Dare to fantasize about achieving challenging goals as your firm expands.

Additionally, zero in on notions that strike a chord with you and attempt to picture the details. The more precise the visualization of your dreams, the stronger the flashlight that will guide you in the proper direction.

Frequently Asked Questions

How often should i update my leadership statement .

Your leadership statement should reflect your current goals and values as a leader. As you gain new experiences and insights, it’s important to review and update your statement so that it accurately reflects your evolving leadership philosophy.

As a general rule of thumb, you should review and update your leadership statement at least once a year. However, you may also want to update it more frequently if your role changes significantly or you reach important milestones.

By keeping your statement up to date, you can ensure that it remains relevant and meaningful to support your leadership decisions and inspire others.

What should I do if I’m struggling to write my leadership statement?

Break it down:   Try tackling your leadership statement into smaller parts to make it more manageable.

Use a framework:   A “ What, How, Why ” framework can help you organize your thoughts and capture all the critical aspects of your leadership style.

Solicit feedback:   Share your explanation with colleagues, mentors, or friends and consider their suggestions for improvement.

Be authentic:   Write from the heart and stay true to yourself to build trust and credibility as a leader. Seek help when needed:  Consider working with a professional writing or coaching service for guidance and support.

Reflect on your leadership experiences:   Think about your successes and failures, strengths and weaknesses, and the values and principles that guide your leadership style.

Should my leadership statement focus on short-term or long-term goals?

The answer to whether your leadership statement should focus on short-term or long-term goals isn’t black and white. It depends on several factors in which you write your statement and your leadership style.

Here are some things you should consider:

Context:  Your leadership statement should be tailored to the context in which you’re writing it. If you’re applying for a new job, you should focus more on short-term goals and show that you can make an immediate impact.

If you’re writing your statement for an established team or organization, you should focus more on long-term goals that align with the company’s vision and values.

Leadership style:  Some leaders focus on quick wins and immediate improvements, while others take a more strategic and long-term view. Your statement should reflect your unique leadership style and values.

Balance:  Your statement should strike a balance between the two. It’s essential to have a clear vision for the future, but it’s also important to address the immediate needs of your team or organization. Set specific short- and long-term goals that align with your leadership vision and values.

Flexibility:  As a leader, being flexible and adaptable is important. While it’s important to have goals and a clear vision, circumstances can change quickly. Ensure that your statement allows for adjustments to short-term and long-term goals.

By considering these factors, you can create a statement that effectively communicates your leadership philosophy and inspires others to follow your lead.

How can I tailor my leadership statement to a specific audience?

To tailor your leadership statement to a specific audience, first consider who it’s intended for. Consider what values or goals are important to this group and sense how your message may resonate with them.

You may need to adjust the language or tone of your statement to better appeal to the target audience.

For example, if you’re speaking to a team of engineers, you may want to focus on technical or problem-solving skills in your leadership statement. If you’re speaking to a board of directors, you might want to emphasize financial results or strategic planning.

Also, consider using examples or stories that are relevant to your audience. This can help make your message more vivid and memorable.

What is effective leadership, in simple words?

Effective leadership is the ability to inspire and motivate others toward a common goal. This includes setting a clear direction and vision, communicating effectively, and creating a positive and inclusive work environment.

Effective leaders lead by example and empower others to contribute to the success of the team or organization. They demonstrate empathy, respect, and integrity in their actions and decisions.

In simple words, effective leadership means bringing out the best in others and achieving success through collaboration and shared values.

Can anyone write a leadership statement?

Yes, anyone can write a leadership statement. A leadership statement is a personal reflection of your values, beliefs, and vision as a leader. No special qualifications or training are required to write them.

However, writing an effective leadership statement that truly inspires and motivates others requires some practice and self-reflection. It’s essential to take the time to understand your values and goals and how they align with those of your organization.

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How to Write a Strong Personal Statement

• Ruth Gotian
• Ushma S. Neill

A few adjustments can get your application noticed.

Whether applying for a summer internship, a professional development opportunity, such as a Fulbright, an executive MBA program, or a senior leadership development course, a personal statement threads the ideas of your CV, and is longer and has a different tone and purpose than a traditional cover letter. A few adjustments to your personal statement can get your application noticed by the reviewer.

• Make sure you’re writing what they want to hear. Most organizations that offer a fellowship or internship are using the experience as a pipeline: It’s smart to spend 10 weeks and $15,000 on someone before committing five years and $300,000. Rarely are the organizations being charitable or altruistic, so align your stated goals with theirs
• Know when to bury the lead, and when to get to the point. It’s hard to paint a picture and explain your motivations in 200 words, but if you have two pages, give the reader a story arc or ease into your point by setting the scene.
• Recognize that the reviewer will be reading your statement subjectively, meaning you’re being assessed on unknowable criteria. Most people on evaluation committees are reading for whether or not you’re interesting. Stated differently, do they want to go out to dinner with you to hear more? Write it so that the person reading it wants to hear more.
• Address the elephant in the room (if there is one). Maybe your grades weren’t great in core courses, or perhaps you’ve never worked in the field you’re applying to. Make sure to address the deficiency rather than hoping the reader ignores it because they won’t. A few sentences suffice. Deficiencies do not need to be the cornerstone of the application.

At multiple points in your life, you will need to take action to transition from where you are to where you want to be. This process is layered and time-consuming, and getting yourself to stand out among the masses is an arduous but not impossible task. Having a polished resume that explains what you’ve done is the common first step. But, when an application asks for it, a personal statement can add color and depth to your list of accomplishments. It moves you from a one-dimensional indistinguishable candidate to someone with drive, interest, and nuance.

• Ruth Gotian is the chief learning officer and associate professor of education in anesthesiology at Weill Cornell Medicine in New York City, and the author of The Success Factor and Financial Times Guide to Mentoring . She was named the #1 emerging management thinker by Thinkers50. You can access her free list of conversation starters and test your mentoring impact . RuthGotian
• Ushma S. Neill is the Vice President, Scientific Education & Training at Memorial Sloan Kettering Cancer Center in New York City. She runs several summer internships and is involved with the NYC Marshall Scholar Selection Committee. ushmaneill

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Writing The Perfect Leadership Statement: Effective Guide

Table of Contents

Leaders are important in every aspect of life, whether in high school, the workplace, or elsewhere. Leaders are constantly available to help their followers set and reach a goal.

Leadership entails guiding and directing a group of people toward a common goal. When applying for jobs and specific leadership roles, a personal leadership statement can showcase your unique leadership skills. It can also set you apart as a standout leader. If you’re wondering  how to write a leadership personal statement , you’ve come to the right place.

A personal statement can help communicate your values and beliefs and demonstrate how you lead others. A leader must have effective communication, decision-making, strategic planning, strategic thinking, adaptability, inspiration, and emotional intelligence skills. These are some of the values to include in your personal statement.

This article will teach you how to write a perfect leadership personal statement .

What is a Leadership Personal Statement?

A leadership personal statement expresses the values, beliefs, and principles that guide your leadership style and behavior. It is a tool to help leaders identify their personal and professional goals and communicate them to others. 

A personal statement helps the reader understand your expectations and the standards of behavior you expect to see in your team . It also outlines an individual’s goals, skills, and experiences that relate to leadership. This statement is typically written as part of a job application, university application. Or as a way to demonstrate leadership ability for a professional development program.

Importance of a Leadership Personal Statement

• A leadership statement clarifies an individual’s personal values and beliefs.
• It guides a leader in decision-making.
• A leadership statement communicates your leadership style and helps build trust and understanding within a team or organization.
• It demonstrates your leadership experience and achievements in previous leadership roles.
• A leadership statement sets an expectation for the leader’s behavior and for the behavior of those you’ll lead.
• It helps to create a positive and productive work environment.
• It inspires others, especially those seeking guidance and direction, to develop their leadership skills.

What to Include in a Leadership Personal Statement

A personal statement gives you an avenue to highlight personal and professional goals and to communicate those goals to the readers. Below are key pieces of information to include in a leadership statement.

1. Your values

Your personal statement should reflect your values and beliefs about leadership. This might include values like honesty, integrity, collaboration, and inclusivity.

2. Your goals

A leadership personal statement should include your professional goals and objectives. These could be specific goals for your team or organization or more general goals related to your leadership style or approach.

3. Your expectations

 It’s important to communicate your expectations to the readers. Also, include information about the standards of behavior and performance that you expect from yourself and others.

4. Your leadership approach

Your leadership statement must include information about your leadership style and approach. This might include things like your preferred communication method, decision-making process, and problem-solving approach.

5. Your leadership achievements

Your personal statement should include past accomplishments and successes. This may include leading your team to achieve a specific goal or improving a process or system through your leadership efforts.

6. Your personal qualities

A leadership statement should include attributes and characteristics that make you a strong leader. This may include your communication skills, ability to adapt and problem-solve, or commitment to continuous learning and personal growth.

7. Other relevant leadership information

You can also include any relevant coursework, skills, degree, or training you have completed in leadership.

How to Write a Leadership Personal Statement

A good leadership personal statement must effectively highlight your values, goals, and vision as a leader. It should also reflect your unique style and approach to leading and inspiring others. 

Here are some steps on how to write a leadership personal statement .

1. Define your values

Your leadership personal statement should reflect your core values and the principles that guide your actions and decisions as a leader. You should consider what matters most to you, such as honesty, integrity, compassion, or excellence, and incorporate these values into your statement.

2. Identify your goals

Your leadership personal statement should also include your goals as a leader. These may be specific objectives that you hope to achieve, such as increasing productivity or improving team morale. Alternatively, your goals may be more broadly focused on creating a positive impact or making a difference in the lives of others.

3. Clarify your vision

The next step is to include a clear vision for the future that inspires and motivates others to follow your leadership. This may involve envisioning a specific outcome or creating a shared vision for your team or organization.

4. Describe your approach

Your leadership personal statement should outline your unique style and approach to leading and inspiring others. This may include your decision-making, communication, delegation, or problem-solving philosophy. An effective approach in your statement is the  SMART  approach.

The SMART approach is a framework that can be used to develop clear, specific, and achievable objectives. It represents Specific, Measurable, Attainable, Relevant, and Time-bound. 

Here’s how to use the SMART approach to develop a concrete approach for a leadership personal statement:

Specific : Your approach should be clear and specific so that it is easy to understand and focus on. Consider what you want to achieve and how you will achieve it.

Measurable : Your leadership approach should be measurable so that you can track your progress and determine whether or not you have achieved it. Consider how you will measure your progress by using specific metrics or benchmarks.

Attainable : Your approach should be attainable, meaning that it is realistic and feasible, given your resources and constraints. Write about your ability to accomplish your goals and the resources you need to achieve your objective.

Relevant : It must be relevant, meaning that it aligns with your values, goals, and vision as a leader. You can consider how your approach aligns with your overall mission and purpose as a leader.

Time-bound : Your leadership approach must also be time-bound, meaning it has a specific deadline for completion. This will help you stay focused and motivated and ensure that you are making progress toward your goal as a leader.

5. Proofread and Edit

After writing about your goals, vision, and approach, the final thing to do is to proofread and edit your leadership personal statement. This step is vital to ensure that the personal statement is error-free, clear, direct, and catchy enough to grab the reader’s attention.

Examples of Leadership Personal Statement

I am a leader with integrity and a servant’s heart. I have always been one to put the needs of others before my own. This has led me to become successful in many areas of life. My ability to lead by example and work collaboratively comes from my years of experience serving in the military. Whether leading a team through difficult terrain or accomplishing common goals, I have learned to create an environment where success is attainable for all.

I am a natural leader with the ability to motivate and inspire people. I have a track record of success in leading teams and achieving results. My goal is always to create an environment where people can excel, reach their full potential, and contribute to team success. I pride myself on being open-minded, innovative, and forward-thinking; my goal is always to find ways to improve outcomes for everyone involved. With strong communication skills combined with integrity and accountability, I can be an effective leader. That is, a leader who builds trust among team members while motivating them toward common goals.

Leaders are born, not made .

Throughout my life, I have been determined to be a leader and set an example for those around me. Whether it was captaining my high school soccer team or working as a project manager, I have always strived to lead by example. I continuously develop my skills and personal brand to serve best those who look up to me. Whether through mentorship, coaching, or simply providing support during difficult times, I am committed to leading with integrity. This is while inspiring others to reach their full potential.

My core values are honesty, integrity, and compassion as a leader. I aim to create a positive impact and make a difference in the lives of others. My vision is to build a team that is collaborative, innovative, and committed to excellence. I believe in empowering my team members to take ownership of their work and fostering a culture of open communication and mutual respect. My approach to leadership is centered on collaboration, transparency, and continuous learning.

Leadership involves setting a vision for a team, communicating that vision to others, and inspiring and motivating others to work towards that goal. 

As a leader, you are key in every organization, and because of this, only the best leaders are required. Your personal leadership statement is the opportunity to sell your leadership know-how to readers , especially employers, to convince them of your leadership capabilities.

Use  Hey INK  to generate your unique leadership personal statement, just like the ones above.

Abir Ghenaiet

Abir is a data analyst and researcher. Among her interests are artificial intelligence, machine learning, and natural language processing. As a humanitarian and educator, she actively supports women in tech and promotes diversity.

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Special Education and Inclusive Learning

A Quick Guide to Completing a School Leadership Application & Personal Statement

Writing a school leadership application that will get you an interview.

Completing a school leadership personal statement and application form can be a daunting task. With time invested in preparation and attention to detail, you can increase your chances of being selected for the role. I recommend signing up to the Key for School Leaders for insights into leadership responsibilities. Investing time in purposefully clarifying why you want to apply for a school leadership position will not be wasted. If you are stuck for ideas on your achievements read through the DfE Headteachers standards and try and come up with an example of how you meet each one.

5 top tips for completing Headteacher application forms & Personal Statements:

• Follow the instructions carefully: Make sure to read the instructions and requirements for the application thoroughly and follow them closely. This includes following any formatting or word count guidelines.
• Use concrete examples: When answering questions or writing your statement, use specific examples to illustrate your points. This helps the shortlisting team better understand your skills and experiences and how they relate to the role. Were possible link the points in your personal statement with the person specification – in order.
• Proofread and edit: Make sure to proofread your application for spelling and grammar errors. Ask a friend or colleague review your application as well.
• Tailor your application to the role: Customise your application to the specific school and leadership role you are applying for. Research the school and consider how your skills and experiences align with their needs and goals. Quote their values .
• Be honest and authentic: Be genuine in your responses and don’t exaggerate or fabricate experiences. It is better to focus on a key accomplishments in depth rather than trying to cover too much ground.

Secret Tip 1: It will be the school governors/academy trustees leading on this process. Even a deputy headteacher position will have governor involvement.

Secret Tip 2: If you can find the school development plan on the website include any of your strengths or previous projects that could support this.

For more information on school leadership recruitment take a look at our post on Headteacher and SLT interview questions . We have also written about how to approach the challenge of a student panel interview.

Example Personal Statements.

Brevity and clarity are key here. Hit those person specification points within the restrictions set. Some jobs ask for 1 page of A4 for example. I suggest a maximum of 4 sides carefully spaced and formatted to ease reading. The personal statement examples below are to prompt your ideas only. The more senior the position the more detail will need adding. For each paragraph I recommend adding at least 1 example from your own experience.

Leadership Personal Statement Example 1:

As an experienced educator with a passion for inclusion, I am excited to apply for the position of Special School Headteacher. I have dedicated my career to supporting students with autism and other special educational needs, and I am committed to creating a safe and nurturing environment where all students can thrive.

Throughout my career, I have developed a deep understanding of the unique challenges faced by students with autism , including sensory sensitivities, communication difficulties , and struggles with emotional regulation . I believe that creating a safe and supportive environment is essential for helping students to succeed, and I have worked hard to develop strategies and programs that support their specific needs.

I am committed to safeguarding and have a thorough understanding of “ Keeping Children Safe in Education 2022 “. My mission has been to build a culture of vigilance and proactive measures to safeguard students from harm, abuse, and exploitation. I am committed to ensuring that all staff members are trained and equipped with the knowledge and skills to safeguard and protect our students.

I am particularly proud of my inclusive ethos , which emphasises the importance of creating an environment where all students feel valued, respected, and supported. It is essential to believe that inclusion is not just about meeting the needs of students with special educational needs, but about creating a school culture that celebrates diversity and promotes equity for all.

In my previous roles, I have developed strong budget management skills and strategic level management of large staff teams. I am confident in my ability to lead and manage a team of educators, creating a positive and supportive work environment that encourages professional growth and development.

While I have achieved many successes in my career, I recognise that there is always room for growth and improvement. That is why I value the opportunity to work with a coach to help me identify areas for development and improve my leadership skills. I believe that coaching can help me to become a more effective leader, better equipped to meet the needs of my students and staff.

Overall, I am excited about the opportunity to join your team and to continue making a positive impact in the lives of students with special educational needs. I am confident that my experience, skills, and commitment to inclusion and safeguarding make me an excellent fit for the position of Special School Headteacher. Thank you for considering my application.

Leadership Personal Statement Example 2:

As an Assistant Headteacher with 14 years of experience as a special school teacher, I am motivated to take on a leadership role in a school that aligns with my values of inclusivity and continual improvement. My commitment to teaching excellence is evidenced by positive feedback and a broad range of teaching experience with a hands-on and empathetic approach to creating a learning environment .

Throughout my career, I have been involved with continuing professional development (CPD) initiatives and have placed significant emphasis on encouraging staff to participate. I have also monitored pupil achievement and have created assessment tracking systems to improve attainment levels. Responding to budgetary demands as a middle leader, I have focused on maximising value to invest in my areas of responsibility, including communal and outside areas, to ensure an optimal learning environment.

My sensitivity to social and cultural diversity has led me to foster an open and inclusive environment that embraces my pupils’ backgrounds. I work to maintain positive dialogue with parents and to support groups such as EAL and SEN pupils. I believe that developing initiatives to address the links between social background and attainment is essential for school leadership. To achieve this I believe in making strong links with the local community .

As a leader of a large staff team, I value consultation processes and personal insights of staff members when leading a team. I am eager to involve middle leaders in initiatives aimed at improving the school’s performance. As per the DFE policy, I prioritise the safeguarding of pupils and have overseen child protection in my current role.

Leadership Personal Statement Example 3:

As an educator, I firmly believe that setting high expectations for pupils is essential to their success. In my experience, when students are challenged and held to a high standard, they rise to the occasion and achieve more than they ever thought possible. As a teacher, I strive to be an excellent practitioner by embodying this belief and consistently setting high expectations for my pupils.

One way that I have demonstrated my commitment to high expectations is through my work as a Middle Leader. Over the years, I have led both year groups and core subjects, and in both roles, I have been able to make a significant impact on the school community. Through my leadership, I have worked to ensure that my team of teachers shares my belief in high expectations, and that they are equipped with the tools and support they need to deliver challenging and engaging lessons. By working collaboratively with my team, I have been able to ensure that our pupils are consistently challenged, inspired, and motivated to achieve their very best.

Another area where I have excelled as an educator is in my approaches to curriculum implementation. I believe that every subject is essential and that every subject deserves to be championed. To this end, I have worked to ensure that my subject area is given the time, resources, and attention it deserves. By collaborating with other teachers and leaders, I have been able to share my passion for my subject and help others to see its value and importance. Through this approach, I have been able to champion my subject area effectively, ensuring that it is seen as an essential part of the school curriculum.

Being flexible and resilient are also key attributes for any successful educator. In my experience, the ability to adapt and respond to changing circumstances is essential to providing a high-quality education. Whether it’s adjusting to new teaching methods, dealing with unexpected challenges, or accommodating the diverse needs of pupils, being flexible and resilient is essential to success. I have developed these skills over time, and I am always willing to embrace change and try new approaches to teaching and learning.

Finally, I believe that a successful educator should make a contribution to the wider life of the school and community. As an educator, I am committed to going the “extra mile” for my pupils and their families, and I believe that this extends beyond the classroom. Whether it’s participating in extracurricular activities, attending school events, or volunteering in the community, I am always willing to do what it takes to support my pupils and their families.

In conclusion, as an educator, I strive to be an excellent practitioner with high expectations of my pupils. Through my work as a Middle Leader, my successful approaches to curriculum implementation, and my flexibility and resilience, I have demonstrated my commitment to providing a high-quality education. Furthermore, by making a contribution to the wider life of the school and community, I believe that I can make a positive difference in the lives of my pupils and their families. I am excited about the opportunity to continue growing and developing as an educator and to make a positive impact on the lives of my pupils.

Final Points

Remember a personal statement is – Personal to you! It is a chance to tell the panel shortlisting about yourself. If you want to gain an insight into their values try to look up the current headteacher and any governors on LinkedIn. There may be interests you have in common. The personal statement forms part of your application and may tick boxes that the interview doesn’t cover. The panel will also most likely ask questions based on what you have said in the form so be ready with examples.

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How to write a good personal statement

Susie Timlin

25 Apr 2017

According to a study by Harvard University, we feel more motivated to talk about ourselves than any other subject. In fact, the average person focuses 60-80% of their two-way conversation on themselves.

So, why is it that when channeling this self-focus into crafting a good personal statement on our CV, we can sometimes struggle?  

Why is a good personal statement so important?

Your personal statement is your opportunity to pitch yourself on paper. This introductory narrative is the first thing a hiring manager will read on your CV.  Therefore, a personal statement significantly influences whether hiring managers continue reading and invite you for an interview. Most job seekers are well aware of the power of a great personal statement, and as such, many get writer’s block.

In this blog, I want to help you with writing your personal statement by providing you with:

• A guide on how to structure your personal statement
• What to include in your personal statement
• Important dos and don’ts when writing your personal statement
• Examples of good personal statements

Creating a structure for a personal statement

The structure of your personal statement can be broken down into three parts, as outlined below.

Understand this structure and what to include in each section of your personal statement. This approach ensures that you cover all the key points sought by the hiring manager or recruiter. Additionally, this personal statement structure will highlight both your work experience  and academic achievements concisely.

I have used Manchester City Women’s Steph Houghton as an example of how to write a good personal statement.

1) Start your personal statement by introducing yourself

When reading your personal statement, the first thing a recruiter or hiring manager wants to know is who you are. These people also want to understand what level of experience you have. As you can see from the below example, Steph gets straight to these facts in her introduction. At the same time, Steph also avoids clichés and vague information, which makes for a clear and strong opening statement:

“ Steph Houghton is the Captain of both Manchester City Women’s team and the Women’s National Team. With over 15 years’ experience in the game, Steph has enjoyed a hugely successful footballing career to date. ”

2) List your skills and work experience

Next, it’s a good idea to outline your key skills and evidence your achievements which help you stand out from the crowd.

It is important that you keep this section relevant to the job you are applying for. Start by identifying the desired skills and experience outlined in the job description. Then, tailor your personal statement to mirror the skills highlighted in the job description. This alignment is crucial for demonstrating your suitability for the role.

“Steph is an extremely driven, talented and versatile professional footballer, who has successfully honed her leadership skills on and off the pitch.”

A good personal statement will provide evidence of your skills and knowledge through specific results or accolades. Your career highlights list will have the most impact if they are related to the key requirements of the vacancy and supported by facts.

“Her hard work and determination saw her awarded an MBE in 2016, becoming one of the most-recognised faces in women’s football and she is now widely regarded as one of the most influential female role models for the sport.

3) Explain your ambitions for the future

Finish creating a good personal statement by outlining what you are looking to achieve next in your career. Make sure that your future ambitions link to the role in question. The hiring manager needs to know that your ambitions are relevant to the opportunity. Demonstrating this alignment will indicate your drive and likelihood of success.

“ Looking to this season, Steph is relishing in the opportunity to drive forward the success of Manchester City Women. They are currently looking forward to the FA WSL Spring Series. ”

Personal statement dos and don’ts to remember

Do : include plenty of relevant action verbs.

The simple trick of including the below doing-words will help bring your achievements to life on your personal statement:

• To demonstrate your creativity , use: built, crafted, devised, implemented, pioneered, initiated, established
• To demonstrate your efficiency , use: enhanced, advanced, capitalised, maximised, leveraged, improved
• To demonstrate your leadership skills , use: headed, coordinated, executed, managed, operated, organised, lead
• To demonstrate improvements made , use: refined, remodelled, strengthened, upgraded, transformed
• To demonstrate your management skills , use: guided, fostered, motivated, recruited, enabled, united
• To demonstrate bottom line contributions , use: reduced, decreased, consolidated, saved, yielded, increased
• To demonstrate overall achievements , use: awarded, exceeded, outperformed, surpassed, earned, granted

Below is another example of a good personal statement. This example highlights in bold where Carli Lloyd, a player for Manchester City Women’s, uses action verbs on her CV.

“Carli has enjoyed an impressive footballing career to date, being awarded such accolades as the FIFA Women’s World Cup champion and FIFA Player of the Year in 2015 and 2016. Carli trains tirelessly from season to season and has built a reputation for her control, technique, and passing accuracy. With a total of 96 international goals to date, she is relentlessly focused on improving every aspect of her game, and her unwavering enthusiasm, commitment and self-belief is infectious. A household name in America, Carli prides herself by leading by example on and off the pitch”.

Do: Know the difference between proper nouns, common nouns, and which should have a capital letter

Proper nouns will refer to something specific such as a certain organisation or job title. Proper nouns will, therefore, need a capital letter.

Common nouns will refer to a group of, rather than specific, organisation or job titles. Therefore, common nouns will not need capitalising. See below for an example:

“Lucy Bronze is a highly skilled international footballer (common noun, no capital letter) who plays for Manchester City Women in the FA WSL (proper noun, capital letters)”

Do: Remember to proof read what you have written.

Attention to detail is important in most jobs, and typos on your CV will always work against you. Show that you are thorough and conscientious in your approach by doing all you can to write an error-free personal statement. Make use of free proofreading tools such as Grammarly . You can also ask somebody else to read over what you have written with a fresh pair of eyes.

Do: Keep your personal statement to 150-200 words

This should be easier to do now you know what to include and what to omit, plus how to structure your personal statement. However, if you exceed 200 words, it’s a good idea to ensure all points link back to the job vacancy. Doing so will ensure that each point showcases why you are the right person for the job.

Don’t : Be inconsistent with your narrative

In your personal statement, you can use third-person or first-person narrative. I have highlighted in bold the differences between the two. Just be sure to choose one over the other. Your narrative will keep your personal statement consistent from the beginning right up until the end.

“The first female footballer ever to be shortlisted in the BBC Sports Personality of the Year, Lucy plays/I play primarily as a right back, however, as a hugely versatile player, she can play/I can play anywhere in the defense or midfield.

You should not underestimate the power of a good personal statement. This statement is your opportunity to sell the core aspects of yourself as a candidate. You should emphasise your expertise, level of experience, achievements and future ambitions.

Follow the above advice and keep this information structured, tailored, substantiated, concise and well-written. By doing so, you will immediately grab the hiring manager’s attention, increasing your chances of securing an interview. What’s more, you will feel more than equipped to answer the first interview question: “So tell me a little bit about yourself?”

Have a look at the examples of good personal statements of Steph, Carli and Lucy and have a go at starting your personal statement.

If you found this blog useful, you may also like the below advice when writing and updating your CV:

• Why you should always tailor your CV – and how to do it

Susie is Chief Operating Officer (COO) at UK Government Investments (UKGI). UKGI’s purpose is to be the UK government’s centre of excellence in corporate finance and corporate governance, working across government on some of its most interesting and complex commercial tasks.

In her role as COO, Susie works to ensure that the business has effective operational management, optimal organisational design, and that UKGI are able to hire, develop, manage and remunerate their people in the best way possible.

Prior to joining UKGI, Susie was Global Director for People and Culture at Hays Talent Solutions.

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What are Leadership Vision Statements? 10+ Examples to Help Build Yours

How to find your leadership vision, what is a leadership vision statement, a few more examples of vision statements for leadership development are:, bonus: leadership vision statement template (free).

Other Related Blogs

What is a leadership vision?

• Inspiration: It should inspire and ignite the passion of followers, instilling a sense of purpose and commitment towards achieving the vision.
• Clarity: The vision must be clear and easy to understand, leaving no room for ambiguity or confusion among team members.
• Authenticity: A compelling leadership vision reflects the leader’s genuine beliefs and values, earning trust and credibility from followers.

Leadership Vision Examples to Inspire You!

• Martin Luther King Jr.:  A prominent civil rights leader, Martin Luther King Jr.’s vision was of a future where racial equality and justice prevailed. His famous “I Have a Dream” speech articulated this vision, inspiring millions to join the civil rights movement. His unwavering commitment to nonviolent protests and his powerful words rallied people from all walks of life to fight for civil rights, leading to significant legislative changes and advancements in racial equality.
• Mahatma Gandhi:  Gandhi’s vision was of an independent India, free from British rule and oppression. His principle of nonviolent resistance, called Satyagraha, inspired Indians to stand up against the British government through civil disobedience. Gandhi’s leadership brought unity among diverse groups and galvanized the nation to work towards independence, eventually leading to India gaining freedom in 1947.
• Nelson Mandela:  Mandela’s vision was of a South Africa free from apartheid and racial discrimination. He advocated for reconciliation and forgiveness, emphasizing the importance of unity among all South Africans. His leadership during the transition to democracy and his commitment to peaceful coexistence helped establish a foundation for a more inclusive and democratic South Africa.

• Think of yourself: To find your vision, look within. Start by reflecting on your values, beliefs, and personal goals. Consider what inspires and motivates you as a leader. What do you stand for, and what do you want to achieve as a manager?
• Think of your team: In the next step, dive deeper into the goals and defining ideas of your team. What brings all of you together? What are the ultimate goals, and how do you want to achieve them? Consider the good, bad, and ugly aspects of your team. 
• Identify your values and goals: Our personal values are the bedrock of our actions. As a team, plans are central to our journey. Thus, both are critical in eventually understanding our vision. Think along these to identify what ultimately matters regarding the objectives and pathways.
• Seek inspiration and help: Not everything might be clear from the get-go, and that’s okay! You can look at examples of leaders who inspire you and who have achieved something that you wish. You can also consult your peers and coaches to develop a more well-rounded vision. 
• Craft a leadership vision statement: In the final step, it’s time to put the vision into words. A leadership vision statement summarizes the leader’s guiding ideas and goals for the team. It can also help you remember your values in tough times. While your vision continues to evolve, a written statement offers stability.

Examples of Leadership Vision Statements for Managers

“Our vision is to create a team where every individual has the opportunity to reach their full potential through innovative and inclusive leadership.” “As a team leader, my vision is to foster a culture of continuous improvement, where we embrace challenges, learn from failures, and celebrate our collective successes.”

“We strive to be a leader in our industry, driving change and growth through a commitment to excellence and a focus on customer satisfaction.” “I aspire to lead a team that embraces challenges as opportunities, believes in our collective potential, and never settles for mediocrity.”

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“Our vision is to build a sustainable future for all, where businesses and communities can thrive together in harmony with the environment.” “With a steadfast commitment to sustainability, our leadership envisions a future where businesses and communities thrive, hand in hand, fostering a harmonious coexistence with nature.”

“We aim to empower and inspire our team members to reach new heights, fostering a culture of creativity, collaboration, and continuous improvement.” “My vision as a manager is to create a collaborative and innovative team where every member feels valued, empowered, and inspired to achieve their full potential.”

“To be a leading global organization that delivers value to our customers, shareholders, and communities through innovation, operational excellence, and corporate responsibility.” “My goal as a team leader is to create a positive and nurturing work environment that encourages creativity, fosters personal growth, and promotes work-life balance.”

• “To cultivate a leadership culture that empowers individuals at all levels to embrace their potential, lead with integrity, and drive positive transformation within our organization and beyond.”
• “To create a leadership development journey that encourages self-awareness, fosters a growth mindset, and empowers our leaders to bring out the best in themselves and their teams.”
• “To create a leadership development ecosystem that fosters continuous learning, embraces diversity, and cultivates leaders who are agile, adaptable, and future-ready.”
• “We envision a leadership development program that empowers our team members to become authentic, empathetic, and purpose-driven leaders, guiding our organization towards sustainable success.”
• “Our goal is to build a leadership pipeline that identifies and nurtures emerging leaders, fostering a culture of mentorship and growth that sustains our organization’s long-term success.”

• Start with the phrase “Our vision is to…” or something similar to clarify the statement’s object.
• Clearly state the main goal or purpose of the organization or team in terms of leadership.
• Use specific and measurable language that describes the desired outcome.
• Include key themes or values that align with the leadership vision.
• End with a call to action or a commitment to get your team going.

Deeksha, with a solid educational background in human resources, bridges the gap between your goals and you with valuable insights and strategies within leadership development. Her unique perspectives, powered by voracious reading, lead to thoughtful pieces that tie conventional know-how and innovative approaches together to enable success for management professionals.

Deeksha Sharma

Bring your vision to action with strong leadership skills!

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Leadership – How to Write a 250 Word Statement For a Civil Service Application

• Updated January 15, 2024
• Published September 29, 2023

In the Civil Service, leadership is crucial. But how do you highlight your experiences and proficiency in these areas in a concise 250-word statement during your civil service application?

This becomes an even more delicate balance when it comes to showcasing your leadership skills. This article helps you craft a concise yet compelling narrative that effectively highlights your leadership credentials.

Whether you’re a seasoned leader or an emerging talent, understanding how to convey your capabilities within a concise 250-word limit is pivotal. Dive in to gain insights and tips on making every word count!

What Does Leadership Mean in Civil Service?

Leadership within the Civil Service is more than just occupying a higher position or making pivotal decisions. It embodies a commitment to public service, steering multidisciplinary teams with integrity, and aligning departmental goals with broader societal values. Leaders in this realm are not just visionaries but also stewards of public trust. They understand the multifaceted nature of government work, realizing that decisions have long-term ramifications affecting diverse communities.

Leadership in the Civil Service, therefore, hinges on collaboration, adaptability, and transparency. It’s about listening as much as directing, understanding the nuances of policy implications, and fostering an environment where every team member feels valued and empowered.

Leaders in civil roles often find themselves navigating complex terrains of bureaucracy, public expectation, and departmental objectives. Success in such positions requires a delicate balance of assertiveness and empathy, strategic thinking, and a grounded understanding of community needs.

Showcasing Leadership in Your 250-Word Personal Statement

In your 250-word personal statement for the Civil Service, it’s crucial to emphasize your unique leadership traits. A practical way to do this is by detailing a particular experience using the STAR method, which covers the Situation, Task, Action, and Result.

This approach helps to not only showcase the results of your leadership but also the reasoning and values behind your choices. Highlight moments where you championed teamwork, tackled intricate problems, or led an initiative with significant community effects.

In the Civil Service, leadership isn’t about flashy actions but creating genuine, community-focused results through thoughtful and caring leadership.

• Changing & Improving – How to Write a 250-Word Statement For a Civil Service Application
• Communicating & Influencing – How to Write a 250-Word Statement For a Civil Service Application
• Delivering at Pace – How to Write a 250-Word Statement For a Civil Service Application
• Making Effective Decisions – How to Write a 250-Word Statement For a Civil Service Application

How to Structure a 250-word Personal Statement?

Are you applying for a job in the Civil Service? The 250-word statement on the application is your chance to make a strong first impression. They want to see if you can describe your leadership style effectively. 

Are you wondering how to fit this in a small space? Use the STAR method. It’s a simple way to discuss what you’ve done and how. Let’s dive into how you can structure your 250-word personal statement.

• Begin with a compelling introduction that succinctly states your core belief about leadership. This belief or philosophy should encapsulate your unique approach and perspective on leadership. For instance, “I’ve always believed that leadership is not about wielding authority but about empowering every team member.”
• Following your opening statement, elaborate briefly on your style or approach to leadership. For example, “Adopting a collaborative and transformative leadership style, I prioritize open communication and mutual respect, ensuring everyone feels valued and heard.”
• Situation : Describe the context. Maybe your team faced a particular challenge, or there was a pivotal project at hand.
• Task : Outline your specific role or responsibility in that situation. Highlight any goals or objectives you were aiming for.
• Action : Detail the actions you undertook as a leader. Did you initiate team meetings? Mediate a conflict? Introduce a new strategy? This should resonate with your previously mentioned leadership style.
• Result : Conclude with the outcome. Showcase the positive impact of your leadership, such as achieved goals, improved team dynamics, or successful project completion.
• Wrap your statement by tying back to your core belief about leadership. Reaffirm your commitment to this leadership style in the Civil Service context, like, “In the Civil Service, I am eager to uphold this leadership philosophy, striving for collective success through collaboration.”

Quick Tips :

• Stay succinct and avoid jargon.
• Ensure there’s a logical flow between each section.
• Proofreading is vital! Eliminate any grammatical errors or ambiguities.

By following this structure and leveraging the STAR method, you’ll craft a compelling narrative that showcases your leadership skills and suitability for the Civil Service.

How to Write a Personal Statement Within the 250-Word Limit

Crafting a 250-word personal statement for a Civil Service application can initially appear challenging, given the limited space to convey your qualifications and aspirations. However, when structured efficiently, it offers a concise snapshot of your skills, particularly when highlighting leadership capabilities.

The STAR method is a tried-and-true method to achieve this clarity, allowing applicants to present evidence of their leadership prowess through personal experiences succinctly.

Tips for an Effective 250-Word Statement :

• Start Strong : Your opening sentence should grab attention and make clear the skill you’re emphasizing – in this case, leadership.
• Situation : Briefly set the context. Where were you, and what was the challenge?
• Task : Define your responsibility in that situation.
• Action : Detail the steps you took as a leader to address the challenge.
• Result : Conclude with the positive outcome derived from your actions.
• Stay Focused : With a tight word limit, hone in on one significant leadership experience rather than trying to cover multiple events.
• Use Active Voice : This makes your statement more dynamic and easier to read.
• Edit and Proofread : Eliminate any unnecessary words and ensure clarity. A polished statement will make a strong impression.

By employing the STAR method in your personal statement, you offer a clear narrative of your leadership journey, ensuring evaluators recognize your potential and dedication to the Civil Service’s values.

Example Personal Statement Civil Service

Below, we discuss five different examples of civil service personal statements.

Example 1: Civil Service Leadership

Leadership, especially within the Civil Service, isn’t just about holding a title or directing teams—it’s a profound commitment to public welfare, characterized by vision, integrity, and the ability to galvanize collective effort toward meaningful outcomes. Over the years, I’ve always tried to lead in a way that makes a real difference for people.

Situation : Upon joining the Department of Urban Development, I identified a significant gap: our projects were solid, but public engagement and inter-departmental collaboration were lacking, leading to bottlenecks in execution.

Task : As a newly appointed Division Head, I was entrusted with the twin challenges of enhancing public involvement in our projects and fostering better inter-departmental synergy.

Action : Recognizing the power of collective insight, I spearheaded an initiative called “Together We Build.” This involved monthly town hall meetings where public feedback was actively sought. Additionally, I instituted quarterly cross-departmental strategy sessions, breaking down silos and ensuring a more unified approach. Communication channels were established, responsibilities clearly defined, and feedback loops rigorously maintained.

Result : Within a year, project approval ratings from the public surged by 65%. More gratifyingly, inter-departmental project delays were reduced by 50%. The success of our projects became not just a departmental achievement but a collective triumph.

In the world of the Civil Service, I want to be the kind of leader who brings people together, comes up with new ideas, and always thinks about what’s best for the public.

Example 2: Civil Service Leadership

In the Civil Service, being a leader is about more than just leading a team. It’s about creating a place where honesty, dedication, and caring for the public come first. I’ve always led by these ideas, making sure that what we do is better for everyone involved.

Situation : At the Department of Environmental Initiatives, our projects were technically sound but faced resistance from local communities, impacting implementation timelines.

Task : As the appointed Project Lead, my challenge extended beyond administrative duties. I was to bridge the communication gap with the communities and streamline our projects to align with their concerns.

Action : I launched “EcoTalks,” a series of community engagement sessions. This platform wasn’t just for the department to elucidate project details but also for community members to voice their apprehensions and suggestions. I also initiated a mentorship program within the department, pairing experienced staff with newer members, ensuring knowledge dissemination, and fostering a culture of internal collaboration.

Result : By the end of the fiscal year, community resistance had diminished by 70%, with three major projects rolling out without hurdles. Internally, the mentorship program led to a 30% increase in project efficiency, and inter-departmental collaborations reached an all-time high.

Working in the Civil Service can be challenging, so a good leader needs to be flexible, welcoming, and strong-willed. With what I’ve learned so far, I’m ready to help out and make sure that everyone gets a chance to be a leader in their own way.

Example 3: Civil Service Leadership

Being a leader in the Civil Service means leading teams while also understanding what the public wants. It’s not just about making decisions but also about really getting what different people need and want. My experience has taught me that leadership is as much about listening as it is about guiding.

Situation : When I took charge of the Department of Transportation’s outreach team, I encountered a significant challenge. Several public transit proposals, though well-intentioned, were met with skepticism and pushback from local communities.

Task : Beyond my standard duties, I recognized an urgent need to rebuild public trust and realign our proposals to better match community needs.

Action : I established “TransitTalks,” interactive town-hall sessions allowing communities to engage directly with our department. These weren’t just informative but dialogic, providing a platform for feedback and concerns. Internally, I championed a mentor-mentee system, ensuring new recruits had guidance and a clearer understanding of our department’s ethos and objectives.

Result : Six months in, not only did public opposition to our transit proposals drop by 60%, but our projects also began incorporating invaluable community insights, leading to more sustainable and accepted initiatives. The mentorship initiative led to a more synchronized team, reducing project lead times by 25%.

In the world of the Civil Service, being a leader is about bringing different things together to create a clear and strong story. Based on what I’ve learned and done, I want to promote a way of leading where everyone works together, respects each other, and grows together.

Example 4: Civil Service Leadership

Being a leader in the Civil Service is about more than just giving orders. It’s about leading while also listening and working together with your team and the public to solve problems. I think a real leader is someone whose ideas connect with others and who makes decisions that really make a difference.

Situation : When I stepped into the role at the Department of Community Development, I was met with a team that was technically proficient but often faced challenges in harmonizing with the communities they served.

Task : Beyond the typical administrative roles, I aimed to revitalize our department’s relationship with the communities and bolster internal team collaboration.

Action : I instituted “Community Voices” – forums where community leaders and citizens could directly discuss their aspirations and concerns with our department. This ensured we didn’t just work for the community but with them. Simultaneously, I launched internal workshops fostering cross-functional collaboration and peer learning, breaking silos and creating a unified departmental vision.

Result : Over the next year, our projects witnessed a 50% increase in community endorsements and support. Internally, project collaboration led to a 35% decrease in delivery times and enhanced team morale.

Within the dynamic framework of the Civil Service, I am driven by a vision of leadership that is both participative and impactful. It’s a vision where leadership is not a position but a shared journey towards creating meaningful societal change.

FAQ: Civil Service Leadership

• Leadership in the Civil Service revolves around guiding teams, shaping departmental strategies, and driving impactful policies, all while adhering to public service values and principles.
• As the Civil Service is instrumental in implementing public policies and programs, effective leadership ensures these are carried out efficiently, transparently, and in the best interest of the public.
• Showcase specific experiences where you’ve led teams, influenced decision-making, or spearheaded projects. Utilize the STAR method in personal statements or interviews to clearly convey your leadership journey.
• While various leadership styles can be effective, the Civil Service often values collaborative, inclusive, and adaptive leadership that prioritizes teamwork, stakeholder engagement, and continuous learning.
• Many departments offer leadership training programs, mentoring opportunities, and rotational assignments to help employees cultivate and enhance their leadership capabilities.
• Leaders might grapple with balancing policy directives with public feedback, managing inter-departmental collaborations, and navigating the complexities of governmental processes and regulations.
• No. Leadership is valued at all levels. Even early-career civil servants can display leadership by taking initiative, championing ideas, or leading small teams and projects.
• Civil Service leadership often involves more stakeholder engagement, a stronger emphasis on public welfare, and navigating unique bureaucratic and regulatory landscapes.
• Seek feedback regularly, participate in available training, engage in cross-departmental projects, and stay updated on best practices and leadership trends.

Related posts:

• Making Effective Decisions – How to Write a 250 Word Statement For a Civil Service Application
• Delivering at Pace – How to Write a 250 Word Statement For a Civil Service Application
• Communicating & Influencing – How to Write a 250 Word Statement For a Civil Service Application
• Changing & Improving – How to Write a 250 Word Statement For a Civil Service Application
• Civil Service Interview Questions & Answers

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Natalja Atapin

Natalja Atapin is a seasoned job interview and career coach at Megainterview.com and brings a decade of recruitment and coaching experience across diverse industries. Holding a master's degree in Organisational Psychology, she transitioned from coaching to managerial roles at prominent companies like Hays. Natalja's passion for simplifying the job search process is evident in her role at Megainterview.com, where she contributes practical strategies to assist professionals and fresh graduates.

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Leadership Personal Statements Samples For Students

35 samples of this type

Do you feel the need to examine some previously written Personal Statements on Leadership before you start writing an own piece? In this open-access catalog of Leadership Personal Statement examples, you are given an exciting opportunity to discover meaningful topics, content structuring techniques, text flow, formatting styles, and other academically acclaimed writing practices. Applying them while crafting your own Leadership Personal Statement will surely allow you to finish the piece faster.

Presenting the finest samples isn't the only way our free essays service can help students in their writing ventures – our authors can also create from scratch a fully customized Personal Statement on Leadership that would make a genuine basis for your own academic work.

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Over the past few years, I have attained a blend of diverse scientific knowledge, time management and analytical skills. Being born in a period where science thrives and is persistently employed as a foundation to resolve all individual’s problems, I yearn for the knowledge it bestows. Life as a student at University of Dammam, Saudi Arabia, brought rewards and challenges that I think promoted and contributed volumes of positive effort into my temperament.

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Marketing has become a key issue in the 21 st century because of new developments and advancements taking place in the modern society. The consumers and marketers have are progressing and continuing to be diverse and complex. The old traditional marketing techniques are inefficient and are unable to satisfy the requirements of these individuals in the business world. Factors that have contributed to the decline in basic marketing strategies include development of new technology and cultural changes that have generated a disjointed market.

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15 Skills Senior Leaders Must Master to Be Great Managers of Managers

"I'm pretty confident in my ability to be a good manager, but a lot of it is instinct...I'm not sure I can teach that to others."

Sound like something you'd say?

Many of the senior leaders I've spoken to find that they face a whole new set of challenges when they become a manager of managers.

The day you became a manager was the day you took up a new profession : leadership.

Becoming a senior leader who leads other managers is the next stage of evolution on that leadership journey.  Now, you have to think about...

How to make other managers successful, too

Maybe you're a newly minted senior leader, suddenly finding your team got too big and you had to promote your first managers to help you.

Or, maybe you've had a team of managers for a while and realize you need to be a lot more intentional about both what you do and what you teach your managers.

Either way, you need to learn how to make the transition from a manager of individual contributors to a great builder and manager of other managers. 

Developing future leaders , coaching your new managers to be good leaders to their teams, and molding your team and company's culture are all things you need to invest time in as a senior leader. You're a multiplier , after all.

Today, we take a deep dive into those and other areas to look at what skills you need to master to be a great senior leader. We'll show you what it takes to be a manager of managers and how to level up your areas of weakness. 

Table of Contents:

• Intro: What is a senior leadership role and why would you become one?
• Part 1: Key habits and concepts to be a great manager of managers
• Part 2: Developing leaders to scale your leadership
• Part 3: Mastering the fundamentals and other tips
• Part 4: Creating a great culture for your organization
• Bonus point: Plan for the unexpected (Crisis leadership and COVID)
• Resources for developing new leaders (and senior leaders)
• Additional resources and further reading

Intro: What is a senior leadership role?

Senior leaders oversee the work of other managers - their direct reports - and their teams. 

As Glassdoor puts it , they’re responsible for the following things: 

“Senior leaders steer core initiatives and establish organization-wide policies and standards. They lead strategic planning and critical decision-making. They select and oversee directors and managers. They manage budgets, approve major expenditures, and maintain important strategic partnerships. They may also serve as a public “face” representing the company and making official statements.”

If you aim to keep developing as a manager throughout your career, becoming a senior leader is an inevitable step on your path.

All of this means that senior leaders have a more strategic role. As they have other managers report to them, they provide high-level leadership and direction for their department or organization. They are in charge of setting and achieving these high level goals by leveraging the teams that are below them in their org chart. 

Why would you want to become a senior leader? 

Becoming a senior leader is a rewarding and exciting role for several reasons, including:

• Being one of the most trusted employees of your company
• Directly executing and influencing the vision of a company or department and managing its performance along with other senior leaders
• Overseeing the development of other managers and leaders
• Increased impact, responsibility, and compensation. Often, it can come with a significant ownership stake or profit-sharing depending on your company and role. 

Jeremy Brown, the CTO of Ocus and a long-time user of Lighthouse software, talked to us about one of his biggest achievements as a senior leader:

"Maybe it was a bit of luck, but every person at Traveldoo showed growth during my time there. Even if it was slow and took a lot of effort to happen, everyone made progress.

Seeing that growth in somebody has been the most rewarding part of my job. And Lighthouse is a big part of that story.” 

Being a senior leader can be very lucrative. On average, senior leaders in the US earn an annual salary of $177,585.

As great as all of this sounds, being a senior manager does come with some important caveats.

These roles come with lots of responsibilities which means you can sometimes face issues like burnout. According to a 2021 survey by DDI World , almost 60% of leaders reported feeling worn out at the end of each day. The same survey found that 44% of leaders who feel overworked plan to move to a new company in order to advance their careers.

You’re also often in the spotlight more; the example you set is seen and followed by those in your part of the org chart, and the ultimate success and failure of projects and initiatives will be your responsibility. There’s no room to point fingers when you’re a senior leader. 

Despite that, developing into a senior leader can open plenty of exciting opportunities for you. Here are some key habits and concepts you need to develop to become one.

Part 1: Tips for Senior Leaders and Senior Leadership Roles ( Key habits and concepts to be a great manager of managers )

What are the most important skills for senior leaders to develop?

There's a lot that goes into being a great leader who develops and leads other managers, but there are certain things that are of critical importance for you to learn.

Here are some of the most important of those habits and concepts senior leaders need to develop:

1) Master skip level one on ones

If you've been following the Lighthouse blog for any length of time, you probably already know how important one on ones are . 

What you might not realize is that one on ones with your new managers don't end. In fact, they're more important than ever. When your managers take on new responsibilities, they need more of your hands-on support and guidance (more on this later).

However, those aren't the only one on ones you'll be doing.

Skip level one on ones are also very important and valuable. They give you the ability to gain insights from those further down your growing org chart that you might not otherwise have uncovered.

It also gives you the chance to:

• Find out how your manager is doing , including areas they might need help or coaching
• Recognize macro behaviors and patterns across teams for both what's working and what needs improved
• Notice how your org's culture is forming or changing
• Get insights from front line employees who interact with customers and day to day work that you are more and more distant from

To learn more about skip level one on one meetings and the steps necessary to start them with your team, read our post about  skip level meetings .

2) Become great at asking questions (and listening)

Hopefully, you have gotten lots of practice as a manager asking questions and listening to your team and others.

Being great at asking the right questions and listening effectively becomes even more important when you're a senior leader. Your ability as a multiplier is now magnified several times, and what you can do is often only limited by what you know (or don't know) is happening.

You can only identify problems to fix, and find great opportunities, if you know they exist. And the more senior you get, the more you have to work hard to find them; your rank and stature in your company can intimidate people, which means they won't volunteer every bit of information that would help you, especially if it's bad news.

This means being great at asking questions becomes a critical skill to master. The right question can reveal exactly what you need to know.

Learn new tricks.

You probably have some favorite questions you like to ask in one on ones and some ways you prefer to dig into and uncover issues. It's always good to have reliable standby questions, but with a new position comes new questions, challenges, and conversations.

Not only is the power dynamic different in your skip level meetings, you will also want to learn different things depending on your position and that of the person you're talking with.

No longer are you only worried about your direct team's production. Instead, you also have to think cross-functionally, and at scale.

You're looking for patterns, opportunities, and problems often across teams.

These require new questions and approaches.

Here are a few examples of questions you should try:

• What made you decide to join our company? What were you most excited about when you started?
• What's your favorite book you've read / podcast you've listened to / movie you saw recently?
• What made you decide to become a(n) [engineer/marketer/sales person/customer success/role]?
• Do you feel you're getting enough feedback from your manager? Why/Why not?
• When was the last time you had a conversation with your manager about your career? How did it go?
• Who is an unsung hero in our company? What do they do that deserves recognition?
• Has anyone gone well above and beyond lately? What did they do?
• Do you feel we properly recognize people here? Why / why not?

Asking questions like these will help give you insights and perspective into all the work you know is happening, but don't see as much.

Remember: While your day may now be filled with wall-to-wall meetings, and un-glamorous work of mid-level leadership, those in your department are doing key, hard work to move your product forward, launch new features, close sales deals, tackle tech debt, and promptly resolve support issues.

The best thing you can do is ask them great questions to understand this world you don't see every day. Because a simple "how's it going?" will not cut it.

You have to level up your question-asking skills as you rise in your organization so you get the insights you need within the time constraints you have to invest with someone. All of this then has to happen while you also create psychological safety , so they feel comfortable answering you.

Further reading:

• For your Skip Level 1 on 1s, ask these questions: 66 Skip Level Meeting Questions to Improve Your Managers and Engage Your Employee
• And as you continue 1 on 1s with the managers that report to you, ask these: 96 Questions to ask in one on ones with a manager

3) Study and improve your organizational communication

As Andy Grove puts it in the leadership classic, High Output Management :

"The work of a business, or a government bureaucracy, or most forms of human activity, is something pursued not by individuals but by teams.”

Without effective communication, your team will break down. Without a doubt, it's the single most important element of any team, and it becomes exponentially more important the larger the team gets.

However, there's more to effective communication than just passing on information. As a leader, you need to present that information in a way that encourages action.

As Todd Lutwak of Andreesen Horowitz wrote:

"Awareness ≠ Understanding Understanding ≠ Acceptance Acceptance ≠ Implementation”

Learning how to convey messages that people can truly understand and act on is a major skill to develop. It's very different from talking directly to a small team as you would as a manager of ICs.

• To learn more about setting up effective organizational communication in your department or company, read everything you need to know about organizational communication from the experts .

Part 2: Developing leaders

A key part of being a great senior leader is learning how to effectively identify candidates for future leadership positions and develop them into leaders.

A healthy pipeline of leaders ensures that your company avoids the Peter Principle and teams struggling because of ill-prepared, and poorly selected managers.

That doesn't happen by accident. Developing leaders requires your attention and effort:

• Before someone is promoted : Picking the right people, and guiding them toward the right materials and activities to help them develop their leadership skills. 
• After they're promoted : Coaching them as they learn and make mistakes with their team, and supporting them to thrive with their new responsibilities.

Here are a few key tips to help you in developing your leaders: 

4) Promote the right people

The most important choice you make as a senior leader is who you promote. It signals to your organization what you reward and want to see more of. It also determines how teams will perform, because people leave managers, not companies .

The question then becomes: What should you be looking for when identifying people to promote to leadership positions?

It's important not to promote someone just because they're a good individual contributor (IC); that often has little to do with whether they'll make a good leader.

The responsibilities and day-to-day for a manager are focused on people, meetings, and processes, while ICs are writing code, interviewing customers, updating designs, answering support tickets, and closing sales. It's perfectly normal to have aptitude and interest in the IC activities and none for the manager's responsibilities.

If IC performance isn't a good indicator, what do you look for? Instead, you want to look for qualities like:

• Empathy for others : Someone won't make a great leader if they're only ever thinking about themselves and have low emotional intelligence .
• Being a good listener : Listening is one of the most important skills of an effective leader . Yet, it is a challenging skill for many to learn who love sharing their ideas, but rarely ask for the input of others. 
• Showing consistency and accountability : You need to be able to count on your leaders (and their teams do, too), so they need to be consistent and accountable people. 

To learn more about who you should promote, including 2 additional qualities you should look for, read:

• Who do you promote? 5 Qualities of a Good Leader .

5) Promote from within

Another factor to think about is whether you should promote from within or hire managers and leaders from outside your company. 

Your first thought may be that hiring outside leaders is a good approach. They already have the skills you want, and so you won't have to spend as much time on training, right? Wrong.

The problem with promoting from outside is that it doesn't usually work out as you would imagine. According to a Wharton management study by Professor Matthew Bidwell, external hires tend to have both significantly lower performance evaluations for the first two years, while also having higher rates of quitting.

Compounding things, they are also more expensive, as they're typically paid around 20% more.

Why does this happen? Well, it turns out assimilating into a culture is harder than you may think. A great manager at another company may have no idea how to persuade or get anything done at your company. They may even approach things in a way that turns off your team due to different work styles.

As much as you may hope that your interview process can screen for some of this, it's hard to really know some of these soft skills and culture things before they actually start doing the job at your company.

Promoting from within has challenges, too.

Having said that, promoting from within doesn't just magically work on its own. You have to work hard to make promoting from within successful.

Many companies fail at promoting from within, because they make critical mistakes including:

• Not providing enough training
• Not making it safe to say, "management isn't for me”
• Letting teams get too big to manage well

When you take over a new role, you need more support from your manager, not less. Yet, many senior leaders take their eyes of their new managers when they need them most.

That's exactly when you'd hear how they need more coaching, that they're overwhelmed by their team size, or they have realized they don't want to be a manager anymore. You won't know if you don't put in the effort to try to make them successful.

Those are just a few of the reasons that promoting from within can fail. To create more leaders in your organization the right way, read The Top 10 Reasons Companies Fail at Promoting from Within to find out how to keep from making the other common mistakes, and what to do instead. 

6) Embrace that people leave managers, not companies

In Gallup's "The State of the American Manager ”, they found that over half of all Americans have left a job specifically to "get away from their manager at some point in their career.”

However, that's just the beginning. The same study found that managers account "for at least 70% of the variance in employee engagement” which affects all kinds of key factors important to your company like safety, sickness, profitability, and productivity:

Given all the different ways managers contribute to the success or failure of the people on their teams, there are many less visible reasons why employees would leave.

As a manager, you are responsible for helping people grow in their role and at your company, creating psychological safety, coaching them through problems, and many more things that all affect someone's engagement and whether they decide to leave.

Put simply: People leave managers, not companies .

As you promote and hire managers, it's important you embrace this concept. One bad manager can lead to a whole wave of costly turnover , as Gallup's Cascade effect shows:

• Closely related: Why managers must become coaches
• And: Employee Coaching: Why it Matters and How to Become Great at It  
• Learn how managers cause low employee morale on their teams.

7) Help your new leaders be successful

It's your job as their leader to help make your managers successful. This is especially true for your new managers who need your guidance more than ever (remember, they've just made a big-time career change). 

Here are some of the most important ways you can do that: 

• Give them more support through more frequent one on ones , not less often.
• Help them develop a strong foundation of good fundamentals , such as learning how to build rapport, ask questions, listen effectively, and have great, regular one on ones with their team, too.
• Give them the freedom to learn from their mistakes and coach them accordingly.

Most importantly, remember what it was like for you when you first became a manager. It's a bit jarring and requires a certain amount of patience and persistence, so be that encouraging voice in their corner ready, willing, and available to support them. 

• To learn more about how to help your new managers start off right, read: How to Ensure a New Manager Succeeds .
• A great way to help your new managers develop the habit of continuous learning are books. Here are our favorites: The best leadership books for new leaders

Part 3: On mastering the fundamentals (and other tips)

Just because you're a senior leader now doesn't mean you're a master of the fundamentals of good leadership.

In fact, now that you're a senior leader, you need to revisit those fundamentals and double down on them. You need to understand why what you did worked, so you can teach others, and make sure you continue to lead by example with them.

And if you have any weaknesses, now is the time to work on them or mitigate them; the larger your organization gets, the more your strengths and weaknesses are amplified.

Whether on the sports field or in the office, a few key habits and mastery of the fundamentals can make all the difference. They give you a foundation to build you and your team's success on and an example for others to follow.

Here are some of those key management fundamentals to live and teach others in your organization: 

8) Understand and master Task Relevant Maturity

Task Relevant Maturity is a concept that all senior leaders need to master.

It helps you know when to be hands-on, and when to trust your team and stay out of the way. It avoids problems where people are left to struggle and fail, as well as the dreaded frustration of having a micromanager.

Task Relevant Maturity (TRM) is defined by legendary co-founder and CEO of Intel, Andy Grove in High Output Management as:

"How often you monitor should not be based on what you believe your subordinate can do in general, but on his experience with a specific task and his prior performance with it – his task relevant maturity … As the subordinate's work improves over time, you should respond with a corresponding reduction in the intensity of the monitoring.”

It's your job as their leader to understand everyone's task-relevant maturity so you know how to approach managing them well. Trust your best people with the work they're great at, and spend more time helping your people when they face new, challenging work.

Grove provided this handy table to help think through how to apply Task Relevant Maturity with your team:

Without taking the time to properly understand Task Relevant Maturity, such as by promoting a new manager then being hands-off after they take their new role, you can set up your team for failure before they even start.

Over and over, I've heard stories of friends and customers tasked with new responsibilities and having an absentee manager. That's a recipe for struggle, frustration, and failure. Often, it also leads to turnover, as the employee leaves after that difficult experience.

It's critical you consider the Task Relevant Maturity of each of your managers based on their current role and task instead of assuming they'll figure it out on their own. 

You also then need to teach the managers that report to you this concept so they do the same for their teams.

To learn more about Task Relevant Maturity, read:

• The Most Important Management Concept You're Missing: Task Relevant Maturity .
• How to apply Task Relevant Maturity to yourself

9) Become great at onboarding new team members

As our quote earlier from Andy Grove put so well, you might not have control of your entire organization, but you are in effect the CEO of your team. 

One of the best examples of this is in how you onboard your new team members. 

Having quality onboarding for new hires makes a big difference. Companies with great onboarding programs report 2.5X higher revenue and 1.9X better profit margins than those without:

How you onboard new employees is up to you, but key habits like these can make sure your onboarding process is successful:

• Write out your onboarding process so you can reference, follow, and iterate on it.
• Ask key questions like: What do we give new hires to prepare and make them really feel welcome? 
• Consider creating a buddy system to pair new hires with a colleague to show them around and be available for quick questions.

As the saying goes, "You don't get a second chance to make a first impression." Make sure your new hires have a good first impression on your teams, and not one of those "my laptop wasn't ready, I couldn't find the bathroom, and no one helped me" kinds of scenarios.

To learn more about improving your onboarding process, read: How to Improve Your Employee Onboarding Process to Engage Your Hires & Prevent Turnover .

10) Master getting buy-in

Buy-in isn't automatic just because you're the boss. In fact, that mindset is a great way to get a whole wave of resistance from your team members.

Any changes you want to make will almost always be met with some resistance. To master buy-in , you need to learn how to win people over and listen to their concerns.

Often, team members fear the consequences of failure or have specific concerns about how a change will impact them or their work. They can also be pretty happy and comfortable with the status quo.

You need to take the lead to encourage them to act. If you're asking them to do something, show them that you're willing to do it yourself and get your hands dirty first. 

It also helps to do things like share the why behind a decision, listen to their feedback and concerns, and repeat yourself regularly.

As much fun as it is to be the leader when you're winning, it's the challenging, sometimes unpopular decisions (layoffs, restructures, culture changes, new initiatives) that are the difference between success and failure.

Mastering getting buy-in is thus essential to you thriving as a leader that must influence so many others. Doing so makes it easier to convince them to support and work hard with you, even when moving in a new direction.

To learn more about mastering buy-in, read: How to Get Team Buy-in for an Important Change You Want to Make , learn about the Importance of the First Follower , and check out How to Get Buy-in at Work: a Step by Step Guide

11) Seek regular feedback from your team

As a leader, feedback is critical. As Colin Powell reminds us, without feedback, you can't solve problems and may very well have lost your team.

Feedback helps you know if there's a growing problem on one of your teams, with a manager, between two employees, or on a project.

Feedback is priceless. If you truly listen, you'll hear valuable suggestions from your employees that could improve you, your managers, and the teams everyone works on. The source of your problems, and their solutions are often one healthy conversation away.

As a manager, a constant flow of feedback helps you do your job better. As a senior manager in charge of other managers, the importance of feedback is magnified several times over. 

Here's what you can do to get more feedback regularly:

• Accept it graciously : How do you respond to feedback? Do you get defensive, shoot the messenger, and make the manager or employee question why they said anything? Are you scaring them into silence or providing a safe environment for them to bring up issues or ideas?
• Take action on that feedback : In addition to showing them that you're grateful for sharing their feedback, you need to take action on to show them that when they speak up, real change happens. Otherwise, they'll say to themselves, "Why bother?"

To learn more about getting feedback from your team, read: How you can get more feedback from your team .

12) Develop your emotional intelligence (EQ)

Emotional intelligence is the single most important collection of skills a manager can have. 

Management is the business of people, and we are much more than robots completing tasks. Developing a high emotional intelligence ensures you can connect, listen, coach, and understand everyone you work with.

Without it, you'll struggle greatly to identify issues and detect problems early. You're also unlikely to develop critical relationships with those in your department.

When you have high emotional intelligence, it becomes like a 6th sense and superpower for you:

• Sensing when there seems to be a problem you need to investigate.
• Knowing when someone isn't telling you the truth, or that you need to keep digging deeper in a discussion.
• Reading the room to know when your ideas or presentation is not going over well with your teams.

To start developing your emotional intelligence, use these tips:

• Practice mindfulness to develop your self-awareness
• Learn to accept feedback without getting defensive
• Use one on ones to develop your empathy and get to know your team members well

Keep in mind, that's just the tip of the iceberg. To learn more about improving your emotional intelligence, read: How to Improve Your Emotional Intelligence to Become a Better Leader .

More on mastering the fundamentals of Part 3:

• Learn the power of repetition to get your ideas across to everyone
• Be able to manage across generations by understanding each group's unique motivators
• Understand whether your managers are practicing key habits, by learning from Google's amazing workplace research

Part 4: Create a great culture for your organization

Culture is a topic with a ton of fluffy, empty ideas that miss the point of what culture is (and its purpose). 

That can be a pain if you're trying to learn more about what culture really is and how to create a great one, as it's a key part of your job as a senior leader. 

Remember, no matter what the culture of your company is, you still have the power to create the culture of your own team in many ways. 

Here are tips related to creating a great company culture :

13) Create a great culture with the example you set every day

The key to a great work culture? Surprise– it's you . 

In this great post on Medium , former Culture Manager of Facebook Molly Graham says that companies tend to reflect the qualities of their founders, for better or worse:

" Companies tend to reflect everything about them — their personality, strengths, weaknesses. So when you start defining culture in an intentional way, first look at yourselves.[…] If a founder is competitive, the company will be more aggressive and competitive. If they are analytical and data-driven, the company will tend to make metrics-based decisions.”

This applies to you, too. As the "CEO” of your team, the team's culture will reflect your qualities in a similar way. 

Here are a few tips for improving your team's culture, starting with you:

• Look for areas of improvement : Are there challenges you have that could be hurting your team culture? Do you see your team exhibiting behaviors you don't like?
• Live what you value : Your team doesn't always listen to what you say, but they pay close attention to what you do. Ask yourself: How do you live your values? When do you reinforce the values you say that matter by what you say & do?
• Be accountable : Taking responsibility for your actions and the results of your team is critical. If you won't be accountable, why would anyone else accept responsibility? No matter what happened, start by asking yourself how you contributed to problems you see, and what you could do differently. 

To learn more about creating a great team culture, read these posts:

• The One Key to Building and Keeping a Great Company Culture .
• How to Change the Culture of Your Team.

14) Avoid the pitfalls that create toxic work cultures

In an article from HBR , it was reported that great managers often make other great managers, while bad managers create more bad managers. 

As the leader, your actions trickle down to create a lasting effect on the culture of your team. 

In an article titled, " A Trickle-Down Model of Abusive Supervision” , the academic journal Personnel Psychology theorized that bad behavior on the part of upper management encourages middle and lower employees to act the same way:

Your behavior will be emulated by your managers and then be passed down to their employees. Even if you don't encourage a toxic work culture, if one of your managers is and you do nothing about it, it's going to affect their entire team. 

Who you promote, what you reward, what gets punished, and what gets swept under the rug, all signal different things to your employees. Get any of those wrong and you're on your way to a ticking time bomb and a destructive culture. Just ask Uber, Zenefits, or Wells Fargo.

To learn more about how a toxic work culture can affect everyone in an organization, read: Toxic Culture: Why Wells Fargo Created Over 3 Million Fake Accounts and Hurt so many Americans .

Then, check out:

• How CEOs unintentionally wreck the culture of their companies (and how to fix it).
• Find out how culture change was key to the Chicago Cubs winning the World Series.
• Learn Why Silicon Valley has so many bad managers

15) Foster psychological safety

According to research by Julia Rozovsky of Google , the best-performing teams have an environment where they feel safe and enthusiastic about sharing ideas and working through problems. In fact, an average team can beat a start-filled team because of it:

"Team A [is] filled with smart people, all optimized for peak individual efficiency. But the group's norms discourage equal speaking; there are few exchanges of the kind of personal information that lets teammates pick up on what people are feeling or leaving unsaid. …In contrast, on Team B… all the team members speak as much as they need to. They are sensitive to one another's moods and share personal stories and emotions. While Team B might not contain as many individual stars, the sum will be greater than its parts. ”

Teams that had this psychological safety built were more likely to be successful on a project.

One of the best ways to promote psychological safety is to make it an essential part of your culture. 

Find ways, like this playbook that Gallup's Jake Herway created for a client, that encourages participation and sharing without fear. Make sure your team knows that sharing is encouraged and doesn't threaten their job or role. No manager should ever "shoot the messenger" or criticize an idea simply because of who said it.

Here again, your example will go a long way toward establishing this in your group or department. Consider how your actions encourage or discourage sharing ideas, and how you can reward and recognize people for contributing their ideas that made an impact.

To learn more about promoting psychological safety on your team, read: Why You Should Prioritize Psychological Safety to have an Innovative Team .

More on creating a great company culture:

• How to change the culture of your team
• Lessons from Patty McCord of Netflix on company culture
• The unfiltered truth about creating great corporate culture from a variety of experts

Bonus point: Plan for the unexpected (Crisis leadership and COVID) - it's one of the most important senior manager skills

The 15 tips above form the critical foundation of what makes a great senior leader. However, part of being a leader, especially a senior leader who is a manager of managers, is handling the unexpected.

In recent years, the COVID pandemic and associated lockdowns challenged all of us in a way that few have ever experienced. 

Except for a few very fortunate companies whose technology or services are needed more in a pandemic, everyone's sales numbers took a hit, all while dealing with everyone working remotely all of a sudden.

That's why we made sure to provide posts to specifically help leaders like you navigate the crisis (and any future ones):

• 31 Questions to Ask Remote Employees to Better Support Them
• Crisis Leadership: 18 Questions to Ask Your Team in a Crisis
• How to Help Your Team Avoid Employee Burnout during COVID
• How to Keep Your Team Happy and Motivated even in a Recession

While the challenges you faced then likely pushed you out of your comfort zone, and pushed decisions you may not have wanted to make, they're going to make you a better leader long term.

Even as COVID fades to the background, remote work appears here to stay. Remote was already becoming common before the pandemic hit, and many people have fled the cities with little desire to return given the aftermath there. 

Remote management will be a valuable skill today and going forward, so these posts can help you keep developing these essential skills:

• 13 Things You Didn't Plan for When Hiring Remote Employees
• 5 Things You Didn't Expect When Managing Remote Teams (and what to do about it)
• 11 Essential Tips for Effectively Managing Remote Employees  

Guide: How to Become a Senior Leader

As you grow from having managers to other senior leaders under you, you'll need to pass on more than just the knowledge of how to lead a team but how to be a manager of managers.

To that end, we created the below guide to help your aspiring senior leaders grow and give them a good place to start (or to help you if you're an aspiring senior leader): 

• How to Become a Senior Leader in 5 Key Steps

Additional resources for senior leaders and development areas for senior leaders

If the resources above are a bit much to take in all at once right now, here are a few of our main recommendations for senior leaders like you, so you know where to start: 

• Skip Level Meetings: Everything you need to know about Skip Level 1 on 1s
• Everything You Need to Know About Organizational Communication from the Experts
• Developing Leaders: What To Do When Your Team Grows Too Big
• The Power of Repetition: the Secret of Successful Leaders
• The Key to Great Culture on Your Team

Grow yourself and your leaders easily with Lighthouse Lessons

Developing your skills and those of the managers that report to you can easily slip on your to do list. Who has time to plan their own training and curriculum?

It can also be frustrating when you purchase training and you’re dumped way too much all at once on a boring Zoom, or all day seminar. 

That’s why we created Lighthouse Lessons: Group Training . 

We’ve taken a totally different approach that has helped thousands of managers like you level up more easily while learning the most important skills for leaders:

• Healthy Pace: You’ll get one highly actionable lesson per week that we teach you exactly how you can immediately apply so that you learn the concept by putting it into practice.
• Right Size: The lessons are bite-size, so even the busiest manager can handle it; each one only requires ~20 minutes for you to read and plan your action for the week.
• Group Bonding : To help groups of managers further their learning, leaders get a group discussion agenda so you can meet to talk about the lessons to build bonds, ask questions, and support each other…all with zero prep by you.

But don’t take our word for it. Here’s what Lisa Eckel, the Learning and Development Manager at Jornaya , a company that purchased 3 different Lighthouse Lessons programs for their managers, has said about the impact on her team:

"The Lighthouse Leadership Lessons program is great for new and experienced managers because the lessons can positively change the behavior of managers at any level. Having various experience levels in our group was a help to newer managers as they were able to get thoughtful and practical guidance on real-world scenarios from their peers.”

We’ve helped groups of managers at companies ranging from 5 to over 250 managers learn new essential leadership skills, and we’d love to help you next. 

Click here to see all the programs and sign up to discuss running a program at your company.

Learn something today? Share it so your friends can, too:

Jason Evanish

As the founder and CEO of Get Lighthouse, Inc , Jason and the Lighthouse team have helped managers grow their leadership skills in dozens of countries around the world. They’ve worked with a variety of companies from non-profits to high growth startups, and government organizations to well known, publicly traded companies. Jason has also been featured in publications including NPR, the Wall Street Journal, and Fast Company.

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Personal Mission Statements Of 5 Famous CEOs (And Why You Should Write One Too)

Whether it’s a daily mantra or a quote to return to when times get tough, having a personal mission statement brings focus and purpose to your life. Here are five examples of real-life personal mission statements, from leaders who rocked the world.

BY  Stephanie Vozza 4 minute read

Editor’s Note: This is one of the most-read leadership articles of 2014. Click here to see the full list .

Companies have developed mission statements for years. It helps guide them by defining who they are and why they do what they do. Coca-Cola’s mission statement, for example, is “To refresh the world. To inspire moments of optimism and happiness. To create value and make a difference.” For Google it’s “to organize the world’s information and make it universally accessible and useful.”

When Stephen R. Covey wrote The 7 Habits of Highly Successful People in 1989, he put a spin on the idea, suggesting that individuals create their own mission statement as part of his second habit: begin with the end in mind. Twenty-five years later, personal mission statements, sometimes called purpose statements, are proving to be a good tool for high achievers.

“If you want to be successful, you need to think of yourself as a personal brand,” says William Arruda, author of Ditch, Dare, Do: 3D Personal Branding for Executives . “A personal mission statement is a critical piece of your brand because it helps you stay focused.”

Writing one, however, takes introspection. Arruda suggests asking yourself, what am I passionate about? What are my values? What makes me great?

“We all have super powers–things we do better than anyone else,” he says, adding that it helps to ask someone else what your talents are. “These things often feel natural to us, but it’s important to see them as being special.”

When you’re ready to write, Arruda offers a template that links together three elements: The value you create + who you’re creating it for + the expected outcome. For example: I use my passion and expertise in technology to inspire researchers to create drugs to cure rare diseases.

Each piece is helpful to create the complete puzzle, but Arruda says the most important is the first, your value. “This is your core DNA–your operating principles,” he says. “These are the things that inspire and energize you.”

A personal mission statement is a powerful tool because it provides you with a path for success, and it gives you permission to say no to the things that are distractions. It also changes over time. “As we get older, we have more life experiences and acquire new skills,” Arruda says. “If your mission statement doesn’t change, you risk not being relevant any more.”

While you write a personal mission statement for yourself, there is power in sharing it. “The more you share, the more support you get to achieve your mission,” he says. “Friends and mentors can support you or call you out if you’re doing something counterproductive.”

Here are five examples of real-life personal mission statements:

1. Denise Morrison, CEO of Campbell Soup Company

“To serve as a leader, live a balanced life, and apply ethical principles to make a significant difference.”

In an Morrison said, “The personal mission statement was important for me because I believe that you can’t lead others unless you have a strong sense of who you are and what you stand for. For me, living a balanced life means nurturing the academic, physical, and spiritual aspects of my life so I can maintain a sense of well-being and self-esteem.”

2. Joel Manby, CEO of Herschend Family Entertainment

“I define personal success as being consistent to my own personal mission statement: to love God and love others.”

Manby’s company, Herschend Family Entertainment, owns and operates 26 family-oriented theme parks and attractions across the United States, including Dollywood and the Harlem Globetrotters. He told Skip Prichard that he achieves his personal mission statement in his own endeavors, but feels blessed to be able to achieve it in a growing, profitable business.

3. Oprah Winfrey, founder of OWN, the Oprah Winfrey Network

“To be a teacher. And to be known for inspiring my students to be more than they thought they could be.”

In an issue of O magazine, Winfrey recalls watching her grandmother churn butter and wash clothes in a cast-iron pot in the yard. A small voice inside of her told her that her life would be more than hanging clothes on a line. She eventually realized she wanted to be a teacher, but “I never imagined it would be on TV,” she writes.

4. Sir Richard Branson, founder of The Virgin Group

“To have fun in [my] journey through life and learn from [my] mistakes.”

Branson shared his personal mission statement in an interview with Motivated magazine . He added that “In business, know how to be a good leader and always try to bring out the best in people. It’s very simple: listen to them, trust in them, believe in them, respect them, and let them have a go!”

5. Amanda Steinberg, founder of DailyWorth.com

“To use my gifts of intelligence, charisma, and serial optimism to cultivate the self-worth and net-worth of women around the world.”

Steinberg launched DailyWorth in 2009 to help women build wealth. Since then, she’s grown her site to more than 1 million subscribers. “I believe financially empowered women are the key to world peace,” she says.

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ABOUT THE AUTHOR

Stephanie Vozza is a freelance writer who covers productivity, careers, and leadership. She's written for Fast Company since 2014 and has penned nearly 1,000 articles for the site’s Work Life vertical   More

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Civil Service Personal Suitability & Behaviour Statements (2024 Update)

Learn all about Civil Service Personal Statements, Statements of Suitability & Behaviour Statements.

Looking to get a post in the Civil Service or zoom up the career ladder with a promotion during 2024?

If you have made or are considering making a Civil Service application or to other large employers, you will most likely have come across personal statements, behaviour statements and statements of suitability.

There are three different types of statement you may be asked to submit.

• Personal Statement
• Statement of Suitability
• Behaviour Statement

It can be easy to get confused between these three, however, we view a personal statement and statement of suitability as largely the same.

A behaviour statement, however, is different as this will relate just to behaviours and usually requires the use of the STAR method when structuring your examples.

In this comprehensive guide, we will show you how to get detailed Civil Service personal statement examples relevant to your level along with 250 word behaviour statements, great for inspiration.

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In This Lesson:

What is a personal statement / statement of suitability, why the civil service requests personal or suitability statements, how long should a personal or suitability statement be, how to deal with limited word count – example 250 words, creating a personal statement for senior leadership posts, using your personal statement to sell yourself, 8 top tips for civil service statements of suitability and personal statements, how to introduce yourself in a personal or suitability statement.

• Civil Service Personal / Suitability Statement Example

What is a Civil Service Behaviour Statement?

Typical civil service behaviour statement examples, how to answer civil service behaviour statements.

• Get Expert Personal, Suitability and Behaviour Statement Examples in Minutes

A Civil Service personal statement or statement of suitability is designed to be a summary, a written addition to your CV or application. It will be used by the recruiter to check your suitability and it will be assessed against the required Civil Service Success Profiles and strengths.

While your CV will detail your career history, experience and qualifications, it does not show who you are as a person. The personal or suitability statement offers you an excellent opportunity to provide more context and to outline why you are ideal for the role.

This text sits alongside your CV and is a great way for you to clearly show how you meet each of the essential criteria for the role and how your skills are relevant.

See how you can get your personal and suitability statements written for you in minutes.

When advertising a position, employers such as the Civil Service provide a job description which will detail the responsibilities, essential criteria and desirable skills. It will also specify the behaviours you will be assessed against.

This combination paints a picture of the perfect candidate for the role, someone they envisage as being an ideal employee in the post. The personal statement is a way for you to expand on your CV and to provide evidence showing that you bring all of these essential criteria.

Used well, your statement is an ideal way to align what you bring with what they need . A well written document will show clearly and instantly how your skills and experience best fit the role.

In our experience, most Civil Service personal or suitability statements are circa 500 – 750 words. For senior posts you may be allowed to write up to 1,250 words and some DWP posts ask for 1,200 words.

While it’s possible to have a request for a personal statement of just 250 words , we find these are more likely to be behaviour statements. Where we have seen a request for a statement of just 250 words, this is usually in the form of an interview question. For example, here is one from a recent job posting:

Tell us why you have applied for the role and what you hope to gain from the apprenticeship in terms of new learning and skills. (250 words max)

Study the job advert and description and make note of the word count if available. It is vital that you do not go over as this will show poor communication skills and an inability to summarise.

Irrespective of the word count, proper editing of your statement is essential. For example, there may be ten or more essential criteria plus three to five Success Profiles behaviours outlined in the job description. So how can you fit all of this in?

Proper preparation is essential and a top tip is to take the essential criteria and group them under common themes. You may find that your experience and an achievement can be used to address multiple points.

Use headings for your paragraphs and set yourself the discipline of spending only a hundred words on each point for example.

When you have a first draft, you are still likely to have exceeded the word limit – and this is a good thing. Now you have enough material to be discerning. Cross out all the parts that feel weak or unimportant until you are down to the most powerful ideas.

If going for a Civil Service leadership position, Grade 6 or 7 , your statement will require more thought and depth, as you need to communicate your character for the role and your vision for leading others. What are your values in leadership? What do you see as central to the exceptional performance of a team?

Before writing your statement, sit and map out the fundamentals of how you will take on the task. Then, as you write your statement, weave these beliefs into your text and link these directly to specific examples where you have proven their success.

Save time and effort and let InterviewGold create your statements for you . Fully tailored to you and your target job and perfectly structured with the correct word count.

Do not be afraid to blow your own trumpet in your personal or suitability statement. By that, we do not mean boasting or exaggerating, simply, state your great achievements, describe the behaviours you used to deliver them and highlight the skills and strengths you bring.

In a competitive sector such as this, you need to stand out as being an overall perfect fit for the role. Consequently, everything you write in your supporting statement needs to be tailored to the essential criteria.

Go through the job description and highlight the top 4 or 5 key responsibilities and duties and address each of these separately. Note keywords that seem to come up time and again and mirror this language in your statement.

Use bullet points and use these as the topics for your paragraphs. Of course, do not just repeat phrases they use but use them as a guide, edit and refocus.

To make your Civil Service personal or suitability statement really stand out here are some top tips. This guidance applies equally to all Civil Service roles from EO, HEO, SEO and to senior posts.

• Your statement must reflect your recent and relevant experience, skills and achievements.
• Avoid the temptation to just use the same statement for each application, instead, tailor it to the role.
• Address each requirement directly, providing evidence in the form of an achievement, skill, development or experience gained.
• Describe what you bring, the skills and experience acquired.
• The statement should include examples of real key achievements, what you have done, what you have delivered and core learnings.
• Use active, positive language, rather than lots of passive statements.
• Describe key and specific achievements rather than generalised responsibilities.
• Finally, ensure your examples reflect the level you are applying for. Very often, examples can be too simple, can fall short and not reflect the complexity required.

Read More: Get instant access to detailed sample personal and suitability statements for your level with InterviewGold. Click here to start.

As stated, the opening paragraph is going to win or lose the attention of the application panel. It is essential that you introduce yourself effectively as this gives a strong lead in and will hook the reader.

There are two options available to you.

1) Provide a personal profile, stating key information, years of experience, current post, key strengths and what you bring.

2) Focus on reasons for applying, detailing how your skills and experience fit perfectly. Perhaps tell a story of how you decided to be a part of the Civil Service, while outlining key criteria and how this fits with your career path.

Get this opening sentence right and you are well on your way to success.

Civil Service Personal / Suitability Statement Example Introduction

Here is an example of a strong opening introduction , a brief personal profile that is designed to grab the recruiter’s attention. For example:

I am a highly motivated and experienced finance professional with 8 years’ experience working within local and regional Government posts in England and Northern Ireland. My current role is Finance Analyst within the NHS where I have progressed rapidly during my two-year tenure.

I bring a degree in Economics from Aston University and I am skilled in financial modelling, business planning and team leadership.

I recently delivered a comprehensive business case for a proposed outsourcing opportunity leading to cost savings of £3m. Through this I gained proven experience in developing rewarding relationships with internal and external stakeholders resulting in improved working practices and data accuracy.

I am currently looking for a role within the Department of Heath and Social care.

As you can see that is a short lead-in to the statement that forms a strong, clear introduction. The recruiter knows instantly who the candidate is, their high level experience and why they have applied.

For your statement, you would need to continue and outline your experience, skills, relevant achievements and behaviours. Within the InterviewGold system you will get great formulas to use to bring powerful structure to any suitability or personal statement.

When you join InterviewGold you will have expert statements written for you with just a few clicks . Plus you will get sample Civil Service personal and suitability statements to inspire you.

Each role will have a set of behaviours you will assessed against. For example, Communicating and Influencing, Delivering at Pace and Managing a Quality Service are three of the top required in most roles.

Alongside your CV and / or application form, you may be asked for behaviour statements instead of a personal or suitability statement, or also in addition to these.

• Describe a time when you delivered an exciting piece of work that exceeded the expectations of others. (250 words max)
• Detail when you showed excellent leadership skills and explain what you learned from the experience. (250 words max)
• Explain your experiences against the Communicating and Influencing Behaviour (Level 2). (500 Words)

As you can see the request relates to specific behaviours and asks you to provide evidence of your experience with it. They are in effect the same format as competency based or behaviour interview questions.

For these y ou must use the STAR formula . They will be looking for clear evidence of experience in a previous role and your example must be strong, relevant and complex.

You should demonstrate the essential positive behaviours keeping in mind that different roles will favour different behaviours.

Review the job description to get a sense of what these might be and edit your answer so that the required essential ones are shown first.

Throughout your InterviewGold training course we teach you all about how to answer these questions. A good starting point is the section on competency behaviours in the Essential Learning module.

Read more: Get instant access to expertly written 250-word behaviour statements in the InterviewGold training system.

Get Personal, Suitability and Behaviour Statements Created For You in Minutes

Join InterviewGold now and get expertly written personal, suitability and behaviour statements relevant to your level and fully personalised to you. Click here to learn more.

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Classroom Climatology

Simple ideas for a happy and successful class climate..

My personal statements and top 10 tips

Personal statements. They’re probably the most difficult things you’ll ever have to write. You want to stand out from the crowd but be credible and honest. You want to look great even though you feel rank average most of the time. You want that job so badly, but at best your personal statement gets you to the start line of the final challenge, the interview.

I think I’m getting better at writing them as I get older — I’ve always been able to find the next job pretty quickly — so I thought I’d share some personal statements where I’ve either got the job or at least an interview. That’s not to say I think they’re particularly good. Looking at them now makes my feet cramp from toe-curling. They’re littered with errors and things I’d love to change. But, they’re honest, authentic and have served their purpose well, and if by making myself vulnerable helps others, it’s a risk I’m happy to take. To help you write yours, I’ve put together ten tips that I’ve had to learn the hard way. I hope it helps.

My personal statement examples

School 2 personal statement — 1 ½ years into my career

School 3 personal statement — 5 years into my career

Lecturer personal statement — 10 years into my career

The first personal statement was for my second teaching job (I couldn’t find my first one). It’s raw, it’s long, it’s error-strewn. But it got me into an alright school after a horror-show of an NQT year. The next personal statement was for a school that turned out to be my utopia. Loved the place. They loved me. Sharing a beer with them years after, the head and deputy both said that they read my statement and said ‘we’ve got to have him in’. The last personal statement is for an application for a teacher training lecturer role. They gave me an interview but didn’t give me the job – it went to the right person though. Still, the personal statement got me onto the start line of the final round.

If you think they’re full of BS, you’re probably right in one way or another. I’ve been told more than once that I’m full of it. Please let me know because I’d love to improve them! If you think they’re just generally crap, please let me know that too – I welcome the feedback.

10 tips I wished I followed for all my personal statements

• Tailor your application to the school. Not all of it necessarily, but at least some. Fruitful places to tailor to are the ‘ethos and values’ type pages or ‘welcome from the headteacher’ pages on schools’ websites. Try to get at least the opening statement and the final statement written from scratch with the school in mind. Also, be sure your ethos matches theirs: it’s no good showing your passion for restorative conversations if they’re a no-excuses school.
• Write the top 3 or 4 things that you’d like the reader to know about . If they’re things that make you unique, all the better. I leaned a lot on my developing experience and knowledge of ICT leadership and still do. Of course, match these to the school’s needs.
• Don’t bury the lead . Those 3 or 4 things are important, so don’t let them get lost. If someone’s reading 30 applications, they’ll likely skim read and won’t spend a lot of time working out what the point you’re trying to make is. It’s our job as applicants to spell it out. Introduce the key points early on, maybe in your introduction paragraph and in topic sentences .
• Resist the temptation to undersell yourself . If you can’t blow your own trumpet now when it’s your passage into a new job, when can you? To help with this, write in the third person first, then turn it into the first person after . According to Schneiderman (2015) , ‘the third-person voice diffuses emotionally charged situations, enabling people to reconstruct an understanding of their experiences and gain new insights without feeling overwhelmed.’ It sounds gimmicky, but it’s worked for me every time.
• Give other points of view . It’s tiresome writing ‘I am…’ and ‘I did this…’ sentences, let alone reading them. Of course, you can’t get away from using at least some of these sentences, but giving other points of view adds variety and increases your credibility. For example, instead of saying ‘I work hard to build a supportive class culture and communicate my high expectations’, you could say ‘my mentor commented on how supportive my class culture felt and how pupils responded well to my high expectations.’ Other points of view add a different dimension, and as long as they’re true and anonymised, use them to your advantage.
• Give examples at a middling level of detail to enhance your credibility . Too general — you risk a ‘meh’ response. Too specific — you risk boring the reader and running out of words. Focusing on outcomes and touching on a few tangible activities work for me. Here’s what I mean:

• Write in the active voice – it’ll save you words and make you appear confident. The passive voice sounds waffly and hesitant. Which of the following is better?

The active voice version makes it much clearer that you played a key part. In the passive voice, it’s less clear how much of a role you played.

Put your personal statement through the free Hemingway checker to spot offending sentences. Grammarly is another free alternative that does similar things.

• Proof-read . It’s amazing how many mistakes you’ll find. Put it through the Hemingway or Grammarly checker to pick up the inevitable errors you’ve missed.
• Keep it to one page . Senior leaders have to read a lot of these, so don’t give them an excuse to get bored.
• Keep Ofsted references to a minimum . Often, they’re woefully out of date (even 6 months is a long time) and in my opinion and the opinion of many others (for example, Roberts, 2020 ), inspections are woefully inaccurate and skewed. On one occasion, when we were doing one of the almost obligatory walk-arounds I mentioned the school’s Ofsted report. The Head said, ‘Pay no attention to that. It’s out of date and we’ve done all the stuff we need to. Besides, it wasn’t an accurate reflection.’ Unfortunately, I had my completed application form in my hand where — you’ve guessed it — I referred to their Ofsted report a fair bit. Needless to say, I didn’t get an invitation to interview.

I hope this reaches and helps people on the way to finding a new role they love. Any feedback you could offer would be wonderful. What do you think of the personal statements and my tips? What other tips have I missed? How do you go about writing yours? Please leave a reply below.

Roberts, J (2020) ‘Basic errors’: 6 complaints about Ofsted inspections . Available at: https://www.tes.com/news/basic-errors-6-complaints-about-ofsted-inspections [Accessed 23 May 2020]

Schneiderman, K (2015) Fooling Your Ego: Writing in the third-person frees you to explore your story. Available at: https://www.psychologytoday.com/gb/blog/the-novel-perspective/201506/fooling-your-ego [Accessed 23 May 2020]

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Exemplar supporting statement for leadership job application

Subject: Whole school

Age range: 7-11

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Last updated

15 April 2023

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This resource is an exemplar personal statement for a leadership role for which I was successful in securing an interview and a post. The exemplar provides many examples of my personal achievements in teaching but it should be fairly easy to adapt this and personalise it to any job applicant.

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Assistant head senior leadership example application covering letter/supporting statement.

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In this resource you will find a 5 page example letter of application for a senior leadership role, for example, assistant principal.

This resource includes many ideas you could include your own letter as well as providing you a useful structure for organising your own application or supporting statement.

Please ensure you follow me on:  facebook.com/teachcoach

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BREAKING: Supreme Court acknowledges document in pending abortion case accidentally posted online

Pastor Robert Morris resigns from Gateway Church after child sex abuse allegation

Robert Morris has resigned as senior pastor at Gateway Church in Southlake, Texas, three days after confessing to engaging in “sexual behavior” with a child over the course of a few years in the 1980s.

The board of elders at Gateway made the announcement Tuesday in a statement to NBC News.

“The elders’ prior understanding was that Morris’s extramarital relationship, which he had discussed many times throughout his ministry, was with ‘a young lady’ and not abuse of a 12-year-old child,” the church leaders said in their statement, noting that they had not known the victim’s age or the length of the alleged abuse. “Even though it occurred many years before Gateway was established, as leaders of the church, we regret that we did not have the information that we now have.”

The megachurch also announced it had hired the law firm Haynes & Boone to conduct an independent review of the allegations to ensure elders had a complete understanding of what happened.

Morris, a former member of President Donald Trump’s spiritual advisory committee, had long told a story to his congregation and church leaders about a “moral failure” involving sexual sin when he was a young minister in his 20s.

Last week, Cindy Clemishire, now 54, revealed in a post on the church watchdog site The Wartburg Watch that she was 12 when Morris first sexually abused her in 1982. The alleged abuse continued for more than four years, Clemishire told NBC News on Monday.

Gateway and Morris responded to Clemishire’s allegation by releasing statements on Friday and Saturday acknowledging that Morris had engaged in “sexual behavior with a young lady” and stating that the “sin was dealt with correctly by confession and repentance.”

Clemishire released a statement Tuesday saying she had “mixed feelings” about Morris’ resignation. 

“Though I am grateful that he is no longer a pastor at Gateway, I am disappointed that the Board of Elders allowed him to resign,” she said in the statement. “He should have been terminated.” 

Clemishire added that she had repeatedly disclosed the abuse to church leaders and pastors, including at Gateway, but it was not until she spoke publicly that action was taken. 

Morris did not respond to a message requesting comment.

Gateway officials did not respond to a message from NBC News on Tuesday asking why church leaders issued a statement referring to Clemishire as a young lady after she’d publicly revealed she was a child when the abuse began.

Morris is known for his efforts to advance conservative Christian morality through government and Republican politics. As news of the allegations against him spread in national media, some of his allies have distanced themselves from him.

A spokesperson for Trump said Morris was not working with the presidential campaign. And Texas state Reps. Nate Schatzline and Giovanni Capriglione, both Republicans representing areas where Gateway has campuses, issued statements condemning Morris’ actions. 

“Pastor Morris must be held accountable,” Capriglione wrote shortly before Morris’ resignation was announced. “The pain he has caused cannot be erased, and he should face the consequences of his crimes. I stand with any victims and will continue to fight for their rights and safety.”

In their official statement, Gateway elders expressed remorse over their handling of the situation.

“For the sake of the victim, we are thankful this situation has been exposed,” the statement said. “We know many have been affected by this, we understand that you are hurting, and we are very sorry. It is our prayer that, in time, healing for all those affected can occur.”

Mike Hixenbaugh is a senior investigative reporter for NBC News, based in Maryland, and author of "They Came for the Schools." 

U.S. Department of the Treasury

Treasury sanctions kaspersky lab leadership in response to continued cybersecurity risks.

WASHINGTON — Today, the Department of the Treasury’s Office of Foreign Assets Control (OFAC) designated twelve individuals in executive and senior leadership roles at AO Kaspersky Lab (Kaspersky Lab). 

“Today’s action against the leadership of Kaspersky Lab underscores our commitment to ensure the integrity of our cyber domain and to protect our citizens against malicious cyber threats,” said Under Secretary of the Treasury for Terrorism and Financial Intelligence Brian E. Nelson.  “The United States will take action where necessary to hold accountable those who would seek to facilitate or otherwise enable these activities.”

Yesterday,  the Department of Commerce issued a final determination pursuant to Executive Order (E.O.) 13873 prohibiting Kaspersky Lab, Inc., its affiliates, subsidiaries and parent companies directly or indirectly from providing anti-virus software and cybersecurity products or services in the United States or to U.S. persons. Commerce reached this determination after an investigation found transactions involving the products and services of Kaspersky Lab, Inc. and its corporate family pose unacceptable risk to U.S. national security or the safety and security of U.S. persons, as outlined in E.O. 13873. 

In addition, the Department of Commerce has designated AO Kaspersky Lab and OOO Kaspersky Group (Russia), and Kaspersky Labs Limited (United Kingdom) on the Entity List for their cooperation with Russian military and intelligence authorities in support of the Russian government’s cyber intelligence objectives. These activities are contrary to U.S. national security and foreign policy interests.

Previously,  the Department of Homeland Security issued a binding operational directive that required Federal Executive Branch departments and agencies to discontinue use of and remove Kaspersky Lab-branded products  and services, as defined, from their information systems. This action was based on information that identified the security risks presented by the use of Kaspersky Lab products on Federal information systems. Kaspersky Lab’s anti-virus products and solutions provide broad access to files and elevated privileges on the computers on which the software is installed, which can be exploited by malicious cyber actors to compromise those information systems.

Kaspersky Lab Board of Directors and Senior Executives and Leadership

All the individuals below were designated pursuant to E.O. 14024 for operating in the technology sector of the Russian Federation economy.

Andrei Gennadyevich Tikhonov ( Tikhonov ) is a member of the boards of directors of Kaspersky Lab, its parent organization OOO Kaspersky Group (Kaspersky Group), as well as the United Kingdom-based holding company Kaspersky Limited. Since January 2012, Tikhonov has served as Kaspersky Lab’s Chief Operating Officer (COO), a position that is responsible for the global administrative functions of the company. The COO is a member of Kaspersky Lab’s Executive Team and is directly subordinate to the company’s Chief Executive Officer (CEO). 

Daniil Sergeyevich Borshchev ( Borshchev ) is a member of the boards of directors of Kaspersky Lab, Kaspersky Group, and Kaspersky Limited. In March 2017, he was appointed Kaspersky Lab’s Deputy CEO of Strategy and Economics, which is responsible for long term economic strategic issues, developing the company’s global economic landscape, and internal audits. The Deputy CEO of Strategy and Economics is a member of the company’s Executive Team, which is directly subordinate to the CEO. Borshchev has also served as Kaspersky Lab’s Chief Financial Officer (CFO) and Deputy CFO. 

Andrei Anatolyevich Efremov ( Efremov ) is a member of the boards of directors of Kaspersky Lab and Kaspersky Group and is also the company’s Chief Business Development Officer (CBDO). The CBDO is responsible for the technological development and business results of Kaspersky Lab, and is a member of the company’s Executive Team, which is directly subordinate to the CEO. 

Igor Gennadyevich Chekunov ( Chekunov ) is a member of the boards of directors of Kaspersky Lab and Kaspersky Group and is the company’s Chief Legal Officer (CLO). The CLO is responsible for the legal oversight of all the company’s activities, and certain departments, such as the Computer Incidents Investigation, Security, and Intellectual Property Control, operate under the CLO’s leadership. The CLO is also a member of Kaspersky Lab’s Executive Team and is directly subordinate to the CEO. 

Andrey Petrovich Dukhvalov ( Dukhvalov ) is Kaspersky Lab’s Vice President and Director of Future Technologies. The Vice President is a member of the company’s Executive Team and is directly subordinate to the CEO. 

Andrei Anatolyevich Suvorov ( Suvorov ) is Kaspersky Lab’s Head of Kaspersky Operating System Business Unit, a role which is a member of the company’s Executive Team and is directly subordinate to the CEO. 

Denis Vladimirovich Zenkin ( Zenkin ) is the Kaspersky Lab’s Head of Corporate Communications, a role which is a member of the company’s Executive Team and directly subordinate to the CEO. 

Marina Mikhaylovna Alekseeva ( Alekseeva ) is Kaspersky Lab’s Chief Human Resources (HR) Officer (CHRO), a role which is a member of the Executive Team and directly subordinate to the COO. As CHRO, Alekseeva is responsible for Kaspersky Lab’s HR strategy on a global level and overseeing “Kaspersky Academy,” which provides training for the company’s employees, customers, and partners. 

Mikhail Yuryevich Gerber ( Gerber ) is Kaspersky Lab’s Executive Vice President of Consumer Business, a role that is part of the company’s Executive Team and is directly subordinate to the CBDO. He is responsible for the development of Kaspersky Lab’s business-to-consumer products on several operating systems.

Anton Mikhaylovich Ivanov ( Ivanov ) heads Kaspersky Lab’s research and development department as the company’s Chief Technology Officer (CTO). The CTO is part of the company’s Executive Team, directly subordinate to the CBDO. 

Kirill Aleksandrovich Astrakhan ( Astrakhan ) is Kaspersky Lab’s Executive Vice President for Corporate Business, a position which is part of the company’s Executive Team and subordinate to the CBDO. In this role, Astrakhan is responsible for leading the development and growth of the company’s corporate sales. 

Anna Vladimirovna Kulashova ( Kulashova ) is Kaspersky Lab’s Managing Director for Russia and the Commonwealth of Independent States (CIS), a position that is part of the company’s senior leadership team and is directly subordinate to the Executive Vice President for Corporate Business. Kulashova is responsible for developing the direction of corporate sales and strengthening the company’s position in the field of protection against complex cyber threats in Russia and CIS countries. 

Tikhonov , Borshchev , Efremov , Chekunov , Dukhvalov , Suvorov , Zenkin , Alekseeva , Gerber , Ivanov , Astrakhan , and Kulashova are designated pursuant to E.O. 14024 for operating or having operated in the technology sector of the Russian Federation economy. 

OFAC has not designated Kaspersky Lab, its parent or subsidiary companies, or its CEO.

SANCTIONS IMPLICATIONS

As a result of today’s action, all property and interests in property of the designated persons described above that are in the United States or in the possession or control of U.S. persons are blocked and must be reported to OFAC. In addition, any entities that are owned, directly or indirectly, individually or in the aggregate, 50 percent or more by one or more blocked persons are also blocked. Unless authorized by a general or specific license issued by OFAC, or exempt, OFAC’s regulations generally prohibit all transactions by U.S. persons or within (or transiting) the United States that involve any property or interests in property of designated or otherwise blocked persons. These prohibitions include the making of any contribution or provision of funds, goods, or services by, to, or for the benefit of any blocked person and the receipt of any contribution or provision of funds, goods, or services from any such person. 

In addition, foreign financial institutions that conduct or facilitate significant transactions or provide any service involving Russia’s military-industrial base run the risk of being sanctioned by OFAC. For additional guidance, please see the updated OFAC advisory, “Updated Guidance for Foreign Financial Institutions on OFAC Sanctions Authorities Targeting Support to Russia’s Military-Industrial Base,” as well as  OFAC Frequently Asked Questions (FAQs) 1146-1157 .

The power and integrity of OFAC sanctions derive not only from OFAC’s ability to designate and add persons to the SDN List, but also from its willingness to remove persons from the SDN List consistent with the law. The ultimate goal of sanctions is not to punish, but to bring about a positive change in behavior. For information concerning the process for seeking removal from an OFAC list, including the SDN List, please refer to  OFAC’s Frequently Asked Question 897 .  For detailed information on the process to  submit a request for removal from an OFAC sanctions list .

For identifying information on the individuals and entities designated today, click here .

More From Forbes

Real madrid announces star player departure.

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Real Madrid has announced the departure of its captain Nacho.

Real Madrid announced the departure of its captain Nacho on Tuesday through a 'comunicado oficial' and a series of social media posts.

"Real Madrid C. F. announces that our captain Nacho has decided to end his career as a Real Madrid player," the statement began , as the club wished "to express its gratitude and affection to Nacho, one of the great legends of our club".

Madrid noted how Nacho arrived at Madrid aged just 10 and played in all of the categories of its La Fabrica youth academy before progressing to the first team in 2012.

"Since then, he has defended our shirt for 12 seasons in one of the most successful stages in Real Madrid's history. In all this time he has played 364 games and won 26 titles: six European Cups, five Club World Cups, four European Super Cups, four La Ligas, two Copa del Reys and five Spanish Super Cups," the club continued.

"In addition [to this], with the Spanish national team he was proclaimed European U-21 champion and a champion of the Nations League, and is currently playing in the Euro 2024 competition in Germany."

Madrid continued by saying that Nacho ends his career with the club of his life as the skipper who lifted its 15th Champions League title, in turn becoming one of just five players to win six European Cups in football history and also that which has claimed the highest number of titles in a Los Blancos shirt.

"All Real Madrid fans feel the utmost pride in one of the most legendary homegrown players in our history," the club said, before its president Florentino Perez added a comment.

"Since he arrived at our academy as a child, Nacho has always been an example of improvement for everyone and he has won the affection, recognition and admiration of all Madridismo. Real Madrid is and always will be his home," Perez said.

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Madrid wished Nacho "the best of luck in this new stage of his life", which, like Joselu, plus other former Madrid players such as Cristiano Ronaldo and Karim Benzema, is expected to take place in the Saudi Pro League.

In his own statement, Nacho said that the exit was "very difficult" for him, but that it is now "time to leave with the confidence and peace of mind of knowing that I've always given my best to represent this badge on and off the pitch".

"When I was a child I dreamed many times of playing in our stadium, the Santiago Bernabeu, and today I have the honour of ending my time as the captain who managed to lift our 15th Champions League. There are no words," Nacho added.

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Texas megachurch pastor resigns amid allegations he sexually abused a minor

Robert Morris, founder of Gateway Church, is accused of inappropriately touching a girl over several years in the 1980s, starting when she was 12 years old.

A pastor at a Texas megachurch resigned Tuesday after a woman accused him of sexually abusing her several times between 1982 and 1987, when she was a minor.

The resignation of Robert Morris, founder and senior pastor at Gateway Church, was accepted by the church’s board of elders. In a statement, the board said it is “heartbroken and appalled” by the allegations raised by Cindy Clemishire, who was 12 when the alleged abuse began in 1982. The church said it had hired a law firm to investigate the allegations.

“Regretfully, before Friday, June 14, the elders did not have all the facts of the inappropriate relationship between Morris and the victim, including her age at the time and the length of the abuse,” the board said, adding that the elders had known about an extramarital relationship but thought it was with a “young lady.”

“For the sake of the victim, we are thankful this situation has been exposed,” it added.

Morris’s name was removed from the church’s webpage listing its leadership late Monday, and his son James is now listed as the church’s senior leader.

In a statement , Clemishire, 54, said that while she is grateful that Morris is no longer a pastor at Gateway, she is disappointed that he was not terminated. She also disputed the board’s assertion that it had not been aware of her age at the time of the alleged abuse, saying she had told a church official and a board member details of the events in 2005 and 2007.

“Gateway had the information but intentionally decided to embrace the false narrative Robert Morris wanted them to believe,” Clemishire said.

The board of elders didn’t reply to a request for comment Tuesday night. The law firm hired by the board to investigate the alleged abuses, Haynes and Boone, confirmed it “has been engaged to conduct an independent investigation."

Morris didn’t reply to a request for comment, but he has told the Christian Post that in his early 20s, he was “involved in inappropriate sexual behavior with a young lady in a home I was staying.” Morris said there was “kissing and petting and not intercourse, but it was wrong.” Morris said he confessed and repented in 1987, “submitted myself to the Elders of Shady Grove Church and the young lady’s father” and was advised to take a break from the ministry. He returned in 1989, he said, with their blessing.

Clemishire’s allegations first emerged on the religious blog Wartburg Watch on Friday. Afterward, she also described the alleged abuse to the Dallas Morning News, saying that Morris was a close family friend and a traveling preacher when he stayed at her home in 1982. On Christmas night that year, Morris invited her to his room, she told the paper. After asking her to lie down on her back, he allegedly touched her inappropriately, and warned her against reporting the event. She said the abuse continued for 4½ years.

Morris would go on to found Gateway Church in the Dallas area in 2000, starting with 30 members and growing the ministry to an evangelistic church with about a dozen locations and more than 100,000 attending each weekend, according to the church’s website.

Morris was among a group of evangelical pastors and leaders who served on an unofficial faith advisory group for the Trump administration. The group, whose members fluctuated, would come to the White House for briefings and pose with Trump for photos. While their actual influence on policy wasn’t clear, the public images were powerful for conservative Christians who had felt unseen by previous presidents. Trump was among a roundtable of top White House officials in 2020 at Gateway, where he called Morris and another church leader “great people with a great reputation.”

Michelle Boorstein contributed to this report.